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Article
Publication date: 1 October 2006

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

This study aims to examine the effect of leader's use of procedural justice on followers' sense of organizational identification (OID), affect‐based trust and cognition‐based…

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Abstract

Purpose

This study aims to examine the effect of leader's use of procedural justice on followers' sense of organizational identification (OID), affect‐based trust and cognition‐based trust.

Design/methodology/approach

A survey study was conducted to examine the relationship between the proposed constructs. Regression analysis was used to analyze the data.

Findings

It was found that leaders enacting procedural justice positively affect OID and both types of trust. Further, only affect‐based trust (and not cognition‐based trust) mediated the relationship between procedural justice and OID.

Research limitations/implications

The present findings reveal important new insights with respect to how procedural justice impacts upon followers' sense of OID. In fact, contrary to predictions based on theoretical reviews the results show that the cognitive concept of OID is mediated by an affective construct.

Originality/value

The present research presents a perspective of looking at procedural justice as a tool that leaders can use in organizations to promote followers' sense of OID. At the same time, it also explores the role of another important psychological process relevant to the well‐functioning of an organization, that is, trust in the leader.

Details

Leadership & Organization Development Journal, vol. 27 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 July 2004

David De Cremer, Marius van Dijke and Arjan Bos

This study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP)…

3983

Abstract

This study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP). We propose that positive leadership styles like self‐sacrifice will have a stronger impact on employees' attitudes and judgments when organizational outcomes are perceived and experienced as unfavorable or more negative. One such outcome that may turn out unfavorable is distributive justice. Findings indeed showed that leader self‐sacrifice positively influenced organizational commitment and negatively ALP, but only when distributive justice was low (i.e. perceptions of unfair outcomes).

Details

Leadership & Organization Development Journal, vol. 25 no. 5
Type: Research Article
ISSN: 0143-7739

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Available. Content available
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Publication date: 20 November 2020

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Abstract

Details

Sustainable Hospitality Management
Type: Book
ISBN: 978-1-83909-266-4

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