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

Streaming Media

Date of Award

Spring 2022

Document Type


Degree Name

Doctor of Business Administration (DBA)

Committee Chair

Michelle Geiman

Committee Member

Susan Campbell

Committee Member

Brian Gregory


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