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dc.contributor.authorOrwa, B.
dc.contributor.authorWalumbwa, Fred O.
dc.contributor.authorWu, Cindy
dc.date.accessioned2015-04-07T06:47:00Z
dc.date.available2015-04-07T06:47:00Z
dc.date.issued2008-06
dc.identifier.citationLeadership Quarterly;Jun 2008, Vol. 19 Issue 3, p 251–265en_US
dc.identifier.issn1048-9843
dc.identifier.other1873-3409
dc.identifier.urihttp://isiarticles.com/bundles/Article/pre/pdf/13721.pdf
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/12446
dc.descriptiondoi:10.1016/j.leaqua.2008.03.004en_US
dc.description.abstractUsing a sample of 212 bank employees, we developed a model in which procedural justice climate perceptions and strength mediated the relationships between contingent reward leader behavior and follower satisfaction with supervisor, organizational commitment, and rated organizational citizenship behavior, controlling for perceived supervisor support. Results from the HLM analysis showed that procedural justice climate perceptions and strength completely mediated the relationships between contingent reward leader behavior and followers' satisfaction with supervisor and levels of organizational commitment, and partially mediated the relationship between contingent reward leader behavior and supervisor rated organizational citizenship behavior. Implications for research and practice of our findings are discusseden_US
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.subjectContingent rewarden_US
dc.subjectLeadershipen_US
dc.subjectOrganizational justiceen_US
dc.subjectClimateen_US
dc.subjectSatisfactionen_US
dc.subjectCommitmenten_US
dc.subjectOrganizational citizenship behavioren_US
dc.subjectLevel of analysisen_US
dc.titleContingent reward transactional leadership, work attitudes, and organizational citizenship behavior: The role of procedural justice climate perceptions and strengthen_US
dc.typeArticleen_US


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