Gender differences in justice evaluations: Evidence from fMRI.

Justice research examining gender differences has yielded contrasting findings. This study enlists advanced techniques in cognitive neuroscience (fMRI) to examine gender differences in brain activation patterns in response to procedural and distributive justice manipulations. We integrate social role, information processing, justice, and neuroscience literature to posit and test for gender differences in 2 neural subsystems known to be involved in the appraisal of self-relevant events. Results indicate that the relationship between justice information processing and neural activity in areas representing these subsystems is significantly influenced by gender, with greater activation for females than males during consideration of both procedural and distributive justice information. In addition, we find evidence that gender and distributive injustice interact to influence bargaining behavior, with females rejecting ultimatum game offers more frequently than males. Results also demonstrate activation in the ventromedial prefrontal cortex (vmPFC) and ventral striatum brain regions during procedural justice evaluation is associated with offer rejection in females, but not in males. Managerial implications based on the study's support for gender differences in justice perceptions are discussed.

Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.

This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.