When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models

Marius van Dijke, David De Cremer, David M. Mayer and Niels Van Quaquebeke

Organizational Behavior and Human Decision Processes, 2012, vol. 117, issue 2, 235-248

Abstract: We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types—encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one’s value to the organization). Conversely, leaders encouraging independent action decreased employees’ desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees’ self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences.

Keywords: Justice; Procedural justice; Fairness; Empowerment; Empowering leadership; Organization citizenship behavior; Autonomy; Self-development (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:117:y:2012:i:2:p:235-248

DOI: 10.1016/j.obhdp.2011.10.006

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