The Mediating Role of Leader-Member Exchange (LMX) in The Structural Relationship Between Organizational Justice and Employee Voice Behaviour – A Conceptual Analysis

Ari Andri Wibowo ()
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Ari Andri Wibowo: Universitas Sarjanawiyata Tamansiswa

A chapter in Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025), 2026, pp 845-859 from Springer

Abstract: Abstract This conceptual paper examines the mediating role of leader–member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in Indonesian organizations. Drawing on Social Exchange Theory, we argue that employees’ perceptions of procedural and interactional justice shape the quality of their relationships with leaders, which in turn influence their willingness to speak up with ideas, concerns, and suggestions for improvement. A narrative review of recent empirical studies on organizational justice, LMX, and employee voice is conducted to develop an integrated conceptual framework. The framework proposes that fair and transparent procedures, together with respectful and informative interpersonal treatment, foster high-quality LMX characterised by trust, mutual support, and open communication. High-quality LMX then enhances psychological safety and a sense of obligation, which encourage promotive, preventive, and ethical forms of voice behaviour. The model also allows for direct effects of procedural and interactional justice on employee voice, positioning LMX as a partial mediator. Situated in the collectivist and relatively high power-distance context of Indonesia, the framework highlights the importance of leader–follower relationships as a critical transmission mechanism through which justice perceptions are translated into constructive voice. The paper concludes by outlining testable propositions and suggesting avenues for future empirical research, particularly in higher education and other knowledge-intensive sectors, and by offering practical implications for designing fair procedures, strengthening interactional justice, and developing leadership practices that build high-quality exchanges and a more participative work climate. These insights provide guidance for HR policies aimed at enhancing innovation, engagement, and organizational sustainability.

Keywords: organizational justice; procedural justice; interactional justice; leader–member exchange; employee voice; social exchange theory (search for similar items in EconPapers)
Date: 2026
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DOI: 10.2991/978-94-6239-626-5_62

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