When leaders are seen as transformational: The effects of organizational justice
In 2 studies, we attempted to make a first step toward integrating the literature on transformational leadership and organizational justice. We examined the extent to which justice affects perceptions of transformational leadership. We predicted that especially interactional justice should have strong effects. Study 1 was a vignette study (N = 100) in which distributive, procedural, and interactional justice were manipulated orthogonally. As expected, only interactional justice affected transformational leadership perceptions. Study 2 replicated these results in an organizational field study (N = 257). Distributive and procedural justice affected perceptions of transformational leadership, but when interactional justice was entered in the regression equation, their effects disappeared. Implications for integrating the literature on transformational leadership and organizational justice are discussed.
|Keywords||leaders, leadership, organizational justice|
|Persistent URL||dx.doi.org/10.1111/j.1559-1816.2007.00238.x, hdl.handle.net/1765/14506|
|Series||ERIM Article Series (EAS)|
|Journal||Journal of applied social psychology|
de Cremer, D, van Dijke, M.H, & Bos, A.E.R. (2007). When leaders are seen as transformational: The effects of organizational justice. Journal of applied social psychology, 37(8), 1797–1816. doi:10.1111/j.1559-1816.2007.00238.x