Leadership and fairness: The state of the art

  title={Leadership and fairness: The state of the art},
  author={Daan van Knippenberg and David De Cremer and Barbara van Knippenberg},
  journal={European Journal of Work and Organizational Psychology},
  pages={113 - 140}
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… 
Organizational Conspiracy Beliefs: Implications for Leadership Styles and Employee Outcomes
Three novel conclusions emerge from this study, which suggest that organizational conspiracy beliefs occur frequently among employees and that it would be a mistake for managers to dismiss such conspiracy beliefs as innocent rumors that are harmless to the organization.
The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes
In this paper we investigate the effects of superiors’ performance evaluation behaviors on subordinates’ work-related attitudes. In response to critique on the multidimensional nature of the
Leadership and fairness: Taking stock and looking ahead
Recognizing that leader fairness is an important concern to employees, leadership research is increasingly engaging with insights from the study of organizational justice. This special issue provides
Fairness and other leadership heuristics: A four-nation study
Leaders' fairness may be just one of several heuristics—cognitive shortcuts—that followers use to decide quickly whether they can rely on a given leader to lead them to ends that are good for the
Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated? A Two-Wave Prospective Study of Forward and Reverse Relationships
The findings suggest that the fair leadership – role stressor association is not a one-directional process, but that exposure to role stressors also influence subordinates’ perceptions of leadership and theoretical models of organizational leadership should include this reverse impact ofrole stressors.
Ethics, alterity and the rationality of leadership justice
This article provides a critical review and re-evaluation of dominant approaches to leadership justice, arguing that they appropriate justice as a rational means to achieve organizational
Does high quality leader–member exchange accentuate the effects of organizational justice?
The current study examined interactions between leader – member exchange (LMX) and two dimensions of organizational justice—procedural and interpersonal. Results from a study of full-time employees
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work
In a field study we examined employees' fairness perceptions of supervisor feedback and their relationships with employee well-being (job depression, job anxiety, job satisfaction, turnover
Follower need for cognitive closure as moderator of the effectiveness of leader procedural fairness
Leader procedural fairness is an important factor in leadership effectiveness, but the study of the contingencies of its influence is still in its infancy. Addressing this issue we focus on the
Serving for thriving: a moderated mediation analysis of the relationship between servant leadership and thriving at work
PurposeDrawing on the socially embedded model of thriving at work, this study aims to test a moderated mediation model to elucidate the mediating effect of work meaningfulness and the moderating role


Personality and Perceived Justice as Predictors of Survivors’ Reactions Following Downsizing1
Downsizing, when deemed unfair, can result in negative outcomes in terras of survivors’ job attitudes and behaviors. Little research to date has examined whether a survivor's personality moderates
Leaders and their treatment of subgroups: implications for evaluations of the leader and the superordinate group
This experiment examined members' evaluations of a group leader and the group in contexts where a superordinate group comprised two subgroups and the group leader was aligned with one or other
LMX‐citizenship behavior relationship: justice as a mediator
Purpose – It has been proposed that issues of justice and equity should be incorporated in the dyadic study of leadership (LMX) for predicting subordinate outcomes, as both the theories are based on
Why inconsistent leadership is regarded as procedurally unfair: the importance of social self‐esteem concerns
Three experimental studies examined to what extent leader's consistent use of procedures constitutes an important procedural fairness rule and influences people's reactions as a function of social
Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior.
Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the
Psychological models of the justice motive: Antecedents of distributive and procedural justice.
Two psychological theories consider why people care about justice. The social-exchange-based resource model argues that people want to maximize the resources they obtain from social interactions, a
Work Motivation and Performance: A Social Identity Perspective
Work motivation and performance were analysed from the perspective of social identity theory and self-categorisation theory. Central in this analysis is the relation of organisational identification
Procedural Justice: A Psychological Analysis