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

    27 Citations (Web of Science)

    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

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