Justice, leader-member exchange, and job performance: are their relationships mediated by organizational culture?

The hypothesis that organizational justice is linked to leader-member exchange, which in turn affects job performance, was examined. It was predicted that two dimensions of organizational culture, employee supportiveness and attention to detail, would affect both leader-member exchange and organizational justice. Results from a sample of 75 employees of a public service organization found solid support for the predicted model. Contrary to expectations, however, the two aspects of organizational culture were found to play a mediating role: they were affected by organizational justice and in turn affected leader-member exchange. The theoretical implications of the results are discussed.