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We test theory regarding the within‐group dynamics linking employees’ leader fairness judgments to the receipt of idiosyncratic deals (‘i‐deals’), and how differences between workgroups in the extent and variability of i‐deals influence workgroup performance. We assert that employees, their co‐workers, and the workgroup leader are three key stakeholders to i‐deals. Drawing on fairness heuristic theory,...
Extending prior research on idiosyncratic deals (i-deals), in the current study we examine the functioning of i-deals in the context of leader-member exchange (LMX) differentiation. To that end, we integrate justice, social exchange, and social comparison theories and hypothesize that employee perceptions of their managers' procedural fairness and LMX quality partially mediate (in sequence) the positive...
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