A great deal of previous research has showed that interpersonal justice demonstrated by supervisors generally has positive effects on employees’job satisfaction and citizenship behaviors that are directed at individuals (OCBI). To figure out how and when these effects happen, the current study examines the relationship between employees’perceptions of interpersonal justice and job consequences by focusing on the mediating role of employees’ trust in supervisor as well as the moderating role of supervisor’s power. As social exchange theory notes, employees build a social exchange relationship with their leaders. This type of relationship requires the exchange parties to trust and affiliate with each other. Employees’trust can be motivated by interpersonal fairness demonstrated by their supervisors. We hypothesize that employees’trust in their supervisors mediates the relationship between interpersonal justice and job satisfaction and OCBI. Moreover, according to fairness theory, a supervisor’s power is associated with accountability for the (un)fairness. High supervisory power means disproportionately possessing more resources, which enables a supervisor could treat others differently. This implies high-power supervisors are more accountable for their own interpersonal justice, while low-power supervisors are less likely to be responsible for the interpersonal justice because they may not be considered as actually controlling but instead as just following orders from higher bosses. Trust as a result of interpersonal justice is expected only when a supervisor has high power. Therefore, we predict a moderated mediation model in which for high-power supervisors, interpersonal justice has indirectly (via employees’trust in supervisor) impact on followers’job satisfaction and OCBI, but for low-power supervisors, these effects do not exist. In this study, measurements of employees’perception of interpersonal justice, trust in supervisor, supervisor’s power, job satisfaction and OCBI were obtained by means of a survey. 237 working adults (109 males, 128 females) from various fields who have a stable supervisor filled out the questionnaire. The average age was 31.09 years (SD = 6.91), and the average time spent on co-working with their own supervisor was 2.78 years (SD = 1.86). Using hierarchical linear regression analysis, we examined an integrative model that combined employees’ perception of interpersonal justice, trust in supervisor, supervisor’s power, job satisfaction and OCBI. The results show that (1) employees’trust in their supervisors partially mediates the relationship between their perception of interpersonal justice and job satisfaction, and completely mediates the linkage between interpersonal justice and OCBI. Moreover, (2) supervisor’s power moderates the mediating effects, specifically, supervisor-focused interpersonal justice has more impact on followers when supervisors have high (vs. low) power over their followers. The study seeks to extend the literature integrating interpersonal justice and power in a numbers of ways. First, few prior work has concerned with the joint effects of supervisor-focused interpersonal justice and supervisory power. Current study demonstrates how supervisory power moderates interpersonal justice effects. Based on fairness theory, we suggest that employees’trust for a supervisor is a function of how much they think the supervisor should take responsibility for the interpersonal fairness. Specifically, high-power (vs. low-power) leaders are more accountable for their own justice effects. Second, we develop a moderated mediation model to demonstrate how the interaction between interpersonal justice and supervisory power exerts influence on employees’ job satisfaction and OCBI. It is through the mediating role of trust in supervisor.