Abstract: The impact of employee fairness perceptions on organizational outcomes have been explored by a wide range of research over the last 30 years. Previous studies have revealed correlations between organizational justice and job satisfaction, organizational commitment, organizational citizenship behaviors, and productivity (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). However, there has been minimal research that explores the relationship of employee commitment to supervisor with organizational justice. Therefore, the current study examined the relationship between commitment to supervisor, organizational justice, organizational citizenship behavior and intentions to leave. It was hypothesized that commitment to supervisor would significantly correlate with the aforementioned variables and that it would moderate the relationship between organizational justice and the dependent variables. Individuals from various organizations across industries were used to test the hypotheses in this study. Participants completed an online survey and 138 participants were included in the final data set. Results were consistent with previous research finding, that organizational justice was significantly and positively correlated with both commitment to supervisor and organizational citizenship behavior, while significantly negatively correlated with intentions to leave. Commitment to supervisor was not found to moderate the relationship between organizational justice with organizational citizenship behaviors and intentions to leave as hypothesized, on the contrary commitment to supervisor acted as a mediator in the aforementioned relationships. Furthermore, gender differences were found to exist for procedural justice and intentions to leave. In addition, age differences were found to exist for organizational citizenship behaviors and intentions to leave. Studies show that the relationship an employee has with their supervisor impacts job satisfaction (Bateman & Organ, 1983; Motowidlo, 1984; Smith, Organ, & Near, 1983), extra-role behavior (Chen, Tsui, & Far, 2002) and intentions to leave (Becker, 1992; Gregersen, 1993). This study adds to the current literature in identifying commitment to supervisor as a mediating variable in the relationship between organizational justice and the dependent variables. The results of the current study have important implications for organizations in that the impact of the relationship formed between a supervisor/manager and their employees can have far reaching implications for overall organizational functioning and ultimately organizational profitability. It would be both interesting and practical to conduct additional research further exploring the relationship between commitment to supervisor, organizational justice, organizational citizenship behavior, intentions to leave and other organizational variables such as; absenteeism, burnout, stress, productivity, career advancement, and satisfaction with performance appraisal and compensation.