In:
Journal of Personnel Psychology, Hogrefe Publishing Group, Vol. 11, No. 1 ( 2012-01), p. 49-59
Abstract:
In the present research we argue that despite leaders’ self-serving actions, followers can still perceive them as being fair and thus ethical. First, we developed a scale to capture followers’ perceptions of their leaders’ self-serving behavior. Second, in a field study we showed that even though leaders may act self-servingly, if employees perceive their own outcomes as fair (i.e., ethical), they will not see much harm in the leader’s behavior. Finally, in a third study (a scenario study) we replicated the findings of our second study and examined the process underlying the proposed relationships. More specifically, we revealed that people experience increased uncertainty in the face of a self-serving leader and that distributive justice helps them deal with the emotional consequences of these feelings of uncertainty. In sum, our findings indicate that people care less about a self-serving leader as long as their share is fair.
Type of Medium:
Online Resource
ISSN:
1866-5888
,
2190-5150
DOI:
10.1027/1866-5888/a000058
Language:
English
Publisher:
Hogrefe Publishing Group
Publication Date:
2012
detail.hit.zdb_id:
2542411-7
SSG:
3,2
SSG:
5,2
