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The present study proposed and tested a model that examines the relationship between leadership style, employee’s participation, and justice perceptions. The paper extended the literature of the justice by connecting three major research areas (leadership style, employee’s participation, and organizational justice), and examined the influences of leadership style and employee’s participation in shaping employee’s perception of justice. Results indicated that transactional, transformational, and dynamic leadership have positive impact on distributive, procedural, and interactional justice. Moreover, the effect of leadership style on organizational justice was indirect through employee’s participation. This study synthesized previous leadership studies and argued that leadership style can be categorized into four paradigms: classical leadership, transactional leadership, transformational leadership, and dynamic leadership. This typology provided a broad basis allowing for different forms of leadership to be evolved at different times and in different places. This study showed the importance of leadership in creating the correct atmosphere, and promoting positive or negative employee attitudes during decisionmaking process. This has important implications for the selection, training and development of managers.

Employee’s Participation: A Critical Success Factor for Justice Perception under Different Leadership Styles