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Final Dissertation Ryan Cornwell.pdf (1.49 MB)

ETD Abstract Container

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Leadership and Counterproductivity: The Moderating Effect of Leader Member Exchange Disparity on Organizational Justice and Counterproductive Work Behavior

Cornwell, Ryan R.
http://orcid.org/0000-0002-0911-2944
http://rave.ohiolink.edu/etdc/view?acc_num=frank1650138169947036

Abstract Details

2022, Doctorate of Business Administration, Franklin University, Business Administration.
Counterproductive work behaviors have both financial and psychological costs on organizations and their members around the world. Consisting of any intentional malicious behavior that is detrimental to an organization, individuals within it, and/or its stakeholders, these behaviors are one of the leading reasons why organizations fail. The purpose of this quantitative nonprobability correlational study is to address two questions that can provide valuable insight how organizations can reduce the propensities of these behaviors. First to examine the strength of the direct relationship between disparities in leader member exchange relationships within workgroups and team with counterproductive work behavior. Second, to determine if leader member exchange disparity within a workgroup or team moderates the relationship between perceived organizational justice and counterproductive work behavior. 400 full and parttime employees within the United States filled out a survey questionnaire online through Qualtrics. Data were analyzed using simple, moderating, and multiple regression and Pearson correlation at the p<.05 statistical level of significance. Three significant and relevant finders were concluded from the initial and supplemental analysis of the data. First, there is a statistically significant positive direct relationship between leader member exchange disparity and counterproductive work behavior accounting for 18.7% of the variation. Second, leader member exchange disparity has no statistically significant moderating effect between organizational justice and counterproductive work behavior. Third, leader member exchange disparity has a partial mediating effect between organizational justice and counterproductive work behavior. The results of this study show that leader member exchange disparities within workgroups and teams effect member’s perceptions of organizational justice which increase propensities of counterproductive work behavior.
Michelle Geiman (Committee Chair)
Brian Gregory (Committee Member)
Susan Campbell (Committee Member)
130 p.
Business Administration; Management
counterproductive work behavior, organizational justice, leader-member exchange, leader-member exchange disparity

Recommended Citations

Citations

  • Cornwell, R. R. (2022). Leadership and Counterproductivity: The Moderating Effect of Leader Member Exchange Disparity on Organizational Justice and Counterproductive Work Behavior [Doctoral dissertation, Franklin University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=frank1650138169947036

    APA Style (7th edition)

  • Cornwell, Ryan. Leadership and Counterproductivity: The Moderating Effect of Leader Member Exchange Disparity on Organizational Justice and Counterproductive Work Behavior. 2022. Franklin University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=frank1650138169947036.

    MLA Style (8th edition)

  • Cornwell, Ryan. "Leadership and Counterproductivity: The Moderating Effect of Leader Member Exchange Disparity on Organizational Justice and Counterproductive Work Behavior." Doctoral dissertation, Franklin University, 2022. http://rave.ohiolink.edu/etdc/view?acc_num=frank1650138169947036

    Chicago Manual of Style (17th edition)

frank1650138169947036
399
© 2022, all rights reserved.
This open access ETD is published by Franklin University and OhioLINK.