Organizational Perceptions, Leadership and Performance in Work Settings: Do they Interrelate?

An in depth review of literature shows that there is a pressing need to holistically understand how and why the organizational leadership process affects organizational behavior in outcomes (e.g. job performance) differently, depending on various national culture settings. One approach may seek to unveil the moderation of cultural values on the relationship between preferred as well as exhibited styles of leadership and behavioral organizational outcomes. An alternative approach may explore how and why cultural values affect the relationship between the quality of leader - subordinate relationships (LMX) and behavioral organizational outcomes differently. Moreover, as we notice a constant growth of aged workers in the composition of the work force in the Western World, these approaches should be addressed in relation to older managers and workers. The present paper attempts to reconcile these diametrically opposed approaches by conceiving a theoretical model synthesizing organizational justice, organizational leadership styles, LMX and behavioral organizational outcomes (i.e., job performance, organizational citizenship) as moderated by organizational culture in different national values settings and in relation to older employees. By conceptualizing the interrelationships of the various concepts, the paper provides a coherent basis for further research in this field.