Leadership and fairness: The state of the art
Research in leadership effectiveness has paid less attention to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects.
|Keywords||executives, fairness, forecasting, leaders, leadership, management, organizational change, research|
|Persistent URL||dx.doi.org/10.1080/13594320701275833, hdl.handle.net/1765/14509|
van Knippenberg, D.L., de Cremer, D., & van Knippenberg, B.. (2007). Leadership and fairness: The state of the art. European Journal of Work and Organizational Psychology, 16(2), 113–140. doi:10.1080/13594320701275833