Designing an Adjusted Model of Organizational Justice for Educational System in Esfahan City (Iran) Publisher



Jafari P¹ ; Motlagh FS¹ ; Yarmohammadian MH² ; Delavar A³
Source: Procedia - Social and Behavioral Sciences Published:2011

Abstract

The main purpose of this research is to examine the model of the relationship between leadership styles, decision making styles and organizational trust with teachers' perceived organizational justice. The method of study is correlation. The statistical population consists of all high school teachers of Esfahan city, a central region in Iran. The data collection instruments were four questionnaires (Nihof & Moormans' organizational Justice, Bass leadership Style, Ruders' organizational trust, and a researcher's constructed questionnaire based on Tatum's category of decision making styles). The reliability of the questionnaires were estimated for organizational justice (α=0/95), leadership styles (0/89), decision making styles (α=0/93), and organizational trust (α=0/91). The results indicated that organizational justice can be predicted by transformational leadership style (Variances=0/593) which increased with interactional leadership style (Variances=0/336). Based on β coefficient, with an increase of one unit of comprehensive leadership style, organizational justice was increased to 0/626 while with one unit of increased in limited leadership style; organizational justice was decreased to-0/38. © 2011 Published by Elsevier Ltd.