EJWOP2006 dave
De Cremer (2006) investigates how procedural justice and transformational leadership interact to influence followers’ affective responses (self-esteem and emotions). Across three studies—a scenario experiment (N=69), a laboratory experiment (N=57), and an organizational survey (N≈245)—procedural justice (voice vs. no-voice) had stronger positive effects on self-esteem and reduced negative emotions when leaders were high in transformational behaviour. The paper combines experimental and field methods and discusses theoretical integration, mechanisms (identification, focus on justice), limitations, and practical implications for leadership training.
Questions this document answers
European Journal of Work and Organizational Psychology, 2006, 15(3), 322–351.
David De Cremer, Tilburg University, Tilburg, The Netherlands.
10.1080/13594320600627662.
Study 1: N=69 (undergraduates); Study 2: N=57 (undergraduates); Study 3: N≈245 respondents (257 returned, analyses on N=245).
Voice vs. no-voice: scenarios/notes stated the supervisor would ask (voice) or would not ask (no-voice) participants' opinions.