A review of how leadership justice, and job satisfaction interact to shape counterproductive work behavior

https://doi.org/10.35912/ahrmr.v5i1.2860
Published: Jun 5, 2025

Abstract:

Purpose: This review explores the interplay between leadership, job satisfaction, organizational justice, and counterproductive work behavior (CWB) in organizational settings.

Research Methodology: The analysis synthesizes findings from various studies, focusing on the Leader-Member Exchange (LMX) theory and its implications for job satisfaction and CWB. A total of 14 articles were reviewed: four focused on LMX's impact on job satisfaction and CWB, five examined the role of organizational justice in shaping these variables, and five investigated the mediating role of job satisfaction in the LMX-CWB relationship.

Results: The review highlights that positive LMX relationships, characterized by trust, respect, and mutual commitment, significantly enhance job satisfaction and reduce CWB. The findings underscore the importance of fostering positive LMX interactions and ensuring fairness in organizational processes to mitigate CWB.

Conclusions: The study concludes that Effective leadership and organizational justice are vital for promoting job satisfaction and minimizing counterproductive behaviors in the workplace. Understanding these dynamics is essential for creating healthier and more productive work environments.

Limitations: One limitation of this review is that it primarily focuses on existing literature, which may not encompass all relevant studies or perspectives on the topic.

Contribution: This review contributes to the field of organizational behavior and management by providing a comprehensive understanding of how leadership and organizational justice influence employee attitudes and behaviors. This finding offers valuable insights for academics and practitioners aiming to address CWB and enhance workplace dynamics.

Keywords:
1. Counterproductive Work Behavior
2. Job Satisfaction
3. Leader-Member Exchange (LMX)
4. Leadership
5. Organizational Justice
Authors:
1 . Arhamedho Akbar Panotonagoro R. Pradikto
Brawijaya University, Malang, Indonesia
2 . Arik Prasetya
Brawijaya University, Malang, Indonesia
3 . Benny Hutahayan
Brawijaya University, Malang, Indonesia
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Pradikto, A. A. P. R., Prasetya, A., & Hutahayan, B. (2025). A review of how leadership justice, and job satisfaction interact to shape counterproductive work behavior. Annals of Human Resource Management Research, 5(1), 105–124. https://doi.org/10.35912/ahrmr.v5i1.2860
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Issue & Section
Vol. 5 No. 1 (2025): March
Articles
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  1. Abun, D., Nicolas, M. T., Apollo, E., Magallanes, T., & Encarnacion, M. J. (2021). Employees’ self-efficacy and work performance of employees as mediated by work environment. International Journal of Research in Business and Social Science (2147-4478), 10, 01-15. doi:https://doi.org/10.20525/ijrbs.v10i7.1470
  2. Agarwal, A. (2021). Study of machine learning algorithms for potential stock trading strategy frameworks. International Journal of Financial, Accounting, and Management, 3(3), 275-287.
  3. Ahmed, A. K., Atta, M. H. R., El-Monshed, A. H., & Mohamed, A. I. (2024). The effect of toxic leadership on workplace deviance: the mediating effect of emotional exhaustion, and the moderating effect of organizational cynicism. BMC nursing, 23(1), 669. doi:https://doi.org/10.1186/s12912-024-02308-x
  4. Ahmed, M. A. O., Zhang, J., Fouad, A. S., Mousa, K., & Nour, H. M. (2024). The dark side of leadership: How toxic leadership fuels counterproductive work behaviors through organizational cynicism and injustice. Sustainability, 17(1), 105. doi:https://doi.org/10.3390/su17010105
  5. Ahtisham, M. M., ul Haq, M. A., Ahmed, M. A., & Khalid, S. (2023). Effect of despotic leadership on organizational cynicism: role of moral disengagement and organizational identification. Business: Theory and Practice, 24(1), 194–205-194–205. doi:https://doi.org/10.3846/btp.2023.13483
  6. Akinyele, A. I., & Chen, Z. (2024). Dark clouds of leadership: causes and consequences of toxic leadership. International Studies of Management & Organization, 1-28. doi:https://doi.org/10.1080/00208825.2024.2442185
  7. An, S.-H., Meier, K. J., Ladenburg, J., & Westergård-Nielsen, N. (2020). Leadership and job satisfaction: Addressing endogeneity with panel data from a field experiment. Review of Public Personnel Administration, 40(4), 589-612. doi:https://doi.org/10.1177/0734371X19839180
  8. Azmy, A., Risza, H., & Adhykusuma, A. (2022). Implications of work motivation, employee discipline, and compensation on employee performance while working from home at a digital marketing company. Jurnal Manajemen Dan Pemasaran Jasa, 15(1), 13-36. doi: https://doi.org/10.25105/jmpj.v15i1.12791
  9. Basaad, S., Bajaba, S., & Basahal, A. (2023). Uncovering the dark side of leadership: How exploitative leaders fuel unethical pro-organizational behavior through moral disengagement. Cogent Business & Management, 10(2), 2233775. doi:https://doi.org/10.1080/23311975.2023.2233775
  10. Bie?kowska, A., & Tworek, K. (2025). Fake leadership influence on organizational destruction in Higher Education Institutions (HEIs). PloS one, 20(4), e0321194. doi:https://doi.org/10.1371/journal.pone.0321194
  11. Bilal, M., Chaudhry, S., Amber, H., Shahid, M., Aslam, S., & Shahzad, K. (2021). Entrepreneurial leadership and employees’ proactive behaviour: Fortifying self determination theory. Journal of Open Innovation: Technology, Market, and Complexity, 7(3), 176. doi:https://doi.org/10.3390/joitmc7030176
  12. Brender-Ilan, Y., & Sheaffer, Z. (2019). How do self-efficacy, narcissism and autonomy mediate the link between destructive leadership and counterproductive work behaviour. Asia Pacific Management Review, 24(3), 212-222. doi:https://doi.org/10.1016/j.apmrv.2018.05.003
  13. Butt, S., & Yazdani, N. (2021). Influence of workplace incivility on counterproductive work behavior: Mediating role of emotional exhaustion, organizational cynicism and the moderating role of psychological capital. Pakistan Journal of Commerce and Social Sciences (PJCSS), 15(2), 378-404.
  14. Carmona-Cobo, I., Garrosa, E., & Lopez-Zafra, E. (2021). Workers’ observation of uncivil leadership: is tolerance for workplace incivility a gendered issue? Sustainability, 13(11), 6111. doi:https://doi.org/10.3390/su13116111
  15. Carpenter, N. C., Whitman, D. S., & Amrhein, R. (2021). Unit-level counterproductive work behavior (CWB): A conceptual review and quantitative summary. Journal of management, 47(6), 1498-1527. doi:https://doi.org/10.1177/0149206320978812
  16. Chen, C., Ding, X., & Li, J. (2021). Transformational leadership and employee job satisfaction: The mediating role of employee relations climate and the moderating role of subordinate gender. International journal of environmental research and public health, 19(1), 233. doi:https://doi.org/10.3390/ijerph19010233
  17. Chen, Y., Ning, R., Yang, T., Feng, S., & Yang, C. (2018). Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships. Frontiers of Business Research in China, 12, 1-28. doi:https://doi.org/10.1186/s11782-018-0044-8
  18. Chi, H., Vu, T. V., Nguyen, H. V., & Truong, T. H. (2023). How financial and non–financial rewards moderate the relationships between transformational leadership, job satisfaction, and job performance. Cogent Business & Management, 10(1), 2173850. doi:https://doi.org/10.1080/23311975.2023.2173850
  19. Dung, L. T., & Hai, P. V. (2020). The effects of transformational leadership and job satisfaction on commitment to organisational change: a three-component model extension approach. The South East Asian Journal of Management, 14(1), 6. doi:https://doi.org/10.21002/seam.v14i1.11585
  20. Gan, E., & Voon, M. L. (2021). The impact of transformational leadership on job satisfaction and employee turnover intentions: A conceptual review. Paper presented at the SHS web of conferences.
  21. Hassanein, F. R., Mohammadi, S., & Zargar, P. (2025). Toxic Leadership and Job Satisfaction in the Middle Eastern Education Sector: The Influence of Organizational Culture and Trust. Administrative Sciences, 15(5), 171. doi:https://doi.org/10.3390/admsci15050171
  22. Hattab, S., Wirawan, H., Salam, R., Daswati, D., & Niswaty, R. (2022). The effect of toxic leadership on turnover intention and counterproductive work behaviour in Indonesia public organisations. International Journal of Public Sector Management, 35(3), 317-333. doi:https://doi.org/10.1108/IJPSM-06-2021-0142
  23. Islam, T., Ahmed, I., Ali, M., Ahmer, Z., & Usman, B. (2022). Understanding despotic leadership through the lens of Islamic work ethics. Journal of Public Affairs, 22(3), e2521. doi:https://doi.org/10.1002/pa.2521
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