[PDF] Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation | Semantic Scholar Skip to search formSkip to main content> Semantic Scholar's Logo Search Sign InCreate Free Account You are currently offline. Some features of the site may not work correctly. DOI:10.1002/JOB.2133 Corpus ID: 49535697Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation @article{He2017InteractionalJL, title={Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation}, author={W. He and R. Fehr and Kai Chi Yam and Lirong R. Long and P. Hao}, journal={Journal of Organizational Behavior}, year={2017}, volume={38}, pages={537-557} } W. He, R. Fehr, +2 authors P. Hao Published 2017 Psychology Journal of Organizational Behavior Summary Past research suggests that interactional justice plays a pivotal role in facilitating high-quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. 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