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

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

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.

Suggested Citation

  • van Dijke, Marius & De Cremer, David & Mayer, David M. & Van Quaquebeke, Niels, 2012. "When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models," Organizational Behavior and Human Decision Processes, Elsevier, vol. 117(2), pages 235-248.
    • Handle: RePEc:eee:jobhdp:v:117:y:2012:i:2:p:235-248
    DOI: 10.1016/j.obhdp.2011.10.006
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    References listed on IDEAS

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    Cited by:

    1. Desmichel, Perrine & Ordabayeva, Nailya & Kocher, Bruno, 2020. "What if diamonds did not last forever? Signaling status achievement through ephemeral versus iconic luxury goods," Organizational Behavior and Human Decision Processes, Elsevier, vol. 158(C), pages 49-65.
    2. van Dijke, Marius & Wildschut, Tim & Leunissen, Joost M. & Sedikides, Constantine, 2015. "Nostalgia buffers the negative impact of low procedural justice on cooperation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 127(C), pages 15-29.
    3. Gukdo Byun & Soojin Lee, 2021. "Social Learning in Empowering Leadership: A Moderated Mediation Analysis," Sustainability, MDPI, vol. 13(18), pages 1-14, September.
    4. Shuyun Du & Yinan Ma & Jeoung Yul Lee, 2022. "Workplace Loneliness and the Need to Belong in the Era of COVID-19," Sustainability, MDPI, vol. 14(8), pages 1-22, April.
    5. van Dijke, Marius & Leunissen, Joost M. & Wildschut, Tim & Sedikides, Constantine, 2019. "Nostalgia promotes intrinsic motivation and effort in the presence of low interactional justice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 150(C), pages 46-61.
    6. Dan Wang & Taiwen Feng & Alan Lawton, 2017. "Linking Ethical Leadership with Firm Performance: A Multi-dimensional Perspective," Journal of Business Ethics, Springer, vol. 145(1), pages 95-109, September.
    7. Xianchun Zhang & Zhu Yao, 2019. "Impact of relational leadership on employees’ unethical pro-organizational behavior: A survey based on tourism companies in four countries," PLOS ONE, Public Library of Science, vol. 14(12), pages 1-19, December.
    8. Weidenstedt, Linda, 2017. "It Takes Two to Empower: The Communicative Context of Empowerment Change in the Workplace," Ratio Working Papers 300, The Ratio Institute.
    9. Sahar Mohamed Badawy & Sherine Fathy El-Fekey, 2017. "Does Social Comparison Orientation Moderate the Organisational Justice, In-role Performance, Citizenship and Counterproductive Behaviours Relationship?," International Journal of Business and Management, Canadian Center of Science and Education, vol. 12(12), pages 181-181, November.

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