When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders' adherence to procedural fairness rules

Ilse Cornelis (First Author), David De Cremer (Participant Author), David M. Mayer (Participant Author), Alain Van Hiel (Participant Author)

Research output: Contribution to journalJournal

28 Citations (Web of Science)

Abstract

Previous studies on procedural fairness have largely neglected to examine factors that influence leaders' enactment of fairness. Two controlled laboratory experiments and a field study with leaders working within organizations investigated the combined impact of follower belongingness needs and leader empathy. It was revealed that leaders are more apt to enact fair procedures when followers' belongingness needs are high rather than low. This effect was further moderated by leader empathy, such that highly empathic leaders, either because of individual differences or through situational induction, take followers' belongingness needs more into account. The relevance of these findings for procedural rule adherence and violation as a dependent variable and empathic leadership is discussed.
Original languageEnglish
Pages (from-to)605-613
JournalJournal of Experimental Social Psychology
Volume49
Issue number4
DOIs
Publication statusPublished - 2013

Corresponding author email

Ilse.Cornelis@khk.be

Keywords

  • BEHAVIOR
  • COOPERATION
  • EMOTION
  • Empathy
  • Group value model
  • INFORMATIONAL JUSTICE
  • Justice
  • Leadership
  • MODEL
  • MORAL DEVELOPMENT
  • Need to belong
  • ORGANIZATIONAL JUSTICE
  • POWER
  • Procedural fairness
  • SELF
  • SOCIAL-RESPONSIBILITY

Indexed by

  • ABDC-A
  • Scopus
  • SSCI

Fingerprint

Dive into the research topics of 'When leaders choose to be fair: Follower belongingness needs and leader empathy influences leaders' adherence to procedural fairness rules'. Together they form a unique fingerprint.

Cite this