When leaders are seen as transformational

The effects of organizational justice

David De Cremer*, Marius van Dijke, Arjan E. R. Bos

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

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 I 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.
Original languageEnglish
Pages (from-to)1797-1816
Number of pages20
JournalJournal of Applied Social Psychology
Volume37
Issue number8
DOIs
Publication statusPublished - Aug 2007

Keywords

  • SOCIAL-EXCHANGE
  • TRANSACTIONAL LEADERSHIP
  • PROCEDURAL JUSTICE
  • INTERACTIONAL JUSTICE
  • WORK OUTCOMES
  • FAIRNESS
  • SELF
  • WORKPLACE
  • INEQUITY
  • MODEL

Cite this

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title = "When leaders are seen as transformational: The effects of organizational justice",
abstract = "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 I 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 = "SOCIAL-EXCHANGE, TRANSACTIONAL LEADERSHIP, PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, WORK OUTCOMES, FAIRNESS, SELF, WORKPLACE, INEQUITY, MODEL",
author = "{De Cremer}, David and {van Dijke}, Marius and Bos, {Arjan E. R.}",
year = "2007",
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language = "English",
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pages = "1797--1816",
journal = "Journal of Applied Social Psychology",
issn = "0021-9029",
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When leaders are seen as transformational : The effects of organizational justice. / De Cremer, David; van Dijke, Marius; Bos, Arjan E. R.

In: Journal of Applied Social Psychology, Vol. 37, No. 8, 08.2007, p. 1797-1816.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - When leaders are seen as transformational

T2 - The effects of organizational justice

AU - De Cremer, David

AU - van Dijke, Marius

AU - Bos, Arjan E. R.

PY - 2007/8

Y1 - 2007/8

N2 - 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 I 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.

AB - 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 I 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.

KW - SOCIAL-EXCHANGE

KW - TRANSACTIONAL LEADERSHIP

KW - PROCEDURAL JUSTICE

KW - INTERACTIONAL JUSTICE

KW - WORK OUTCOMES

KW - FAIRNESS

KW - SELF

KW - WORKPLACE

KW - INEQUITY

KW - MODEL

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DO - 10.1111/j.1559-1816.2007.00238.x

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EP - 1816

JO - Journal of Applied Social Psychology

JF - Journal of Applied Social Psychology

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ER -