Leadership and Fairness: The State of the Art

Research in leadership effectiveness has paid less to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects.Leadership effectiveness;Fairness

Leadership and Fairness: The state of the art.

Research in leadership effectiveness has paid less attention to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects

Self-esteem and outcome fairness: differential importance of procedural and outcome considerations.

Results of a survey of 222 detainees in Dutch jails and police stations showed that outcome-fairness judgments of individuals with high self-esteem were more strongly related to outcome considerations than to procedural considerations, whereas outcome-fairness judgments of individuals with low self-esteem were more strongly related to procedural considerations than to outcome considerations. It was proposed that these differences were due to the fact that (a) procedures more strongly express a social evaluation than outcomes and (b) individuals with low self-esteem are more concerned with social evaluations than individuals with high self-esteem. The implications of the results for other individual-differences factors and other populations than detainees are discussed

Leadership and Fairness: The State of the Art

Research in leadership effectiveness has paid less to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects

Cooperating if one’s Goals are Collective-Based: Social Identification Effects in Social Dilemmas as a Function of Goal-Transformation

Prior studies of the effect of group identification on cooperation in social dilemmas have advanced two competing accounts of this effect, the goal-transformation hypothesis, which holds that identification implies a sense of collective self, which makes personal and collective goals interchangeable, and the goal-amplification hypothesis, which states that identification induces positive expectations about others’ cooperative behavior. These prior studies have, however, neglected to assess the process measures necessary to pit the one account against the other. Following prior research, the present study showed that the effect of identification was moderated by participants’ social value orientation (i.e., individual differences in evaluating the importance of outcomes for self and other) in such a way that identification influenced proselfs’ cooperation more than prosocials’ cooperation. This suggests that the consequence of group identification is that collective goals become personal goals. Extending earlier recent research, mediational analyses showed that the effect of our identification manipulation was mediated by participants’ sense of collective self and not by their expectations. Taken together, these results provide strong support in favor of the goal-transformation hypothesis.Goal-amplification hypothesis;Goal-transformation hypothesis

Creativity and Innovation under Constraints: A Cross-Disciplinary Integrative Review

Generating creative ideas and turning them into innovations is key for competitive advantage. However, endeavors toward creativity and innovation are bounded by constraints such as rules and regulations, deadlines, and scarce resources. The effect of constraints on creativity and innovation has attracted substantial interest across the fields of strategic management, entrepreneurship, industrial organization, technology and operations management, organizational behavior, and marketing. Research in these fie ds has focused on various constraints that trigger distinct mediating mechanisms but is fragmented and yields conflicting findings. We develop a taxonomy of constraints and mediating mechanisms and provide an integrative synthesis that explains how constraints impact creativity and innovation. Our review thus facilitates cross-disciplinary learning and sets the stage for further theoretical development

Cooperating if one’s Goals are Collective-Based: Social Identification Effects in Social Dilemmas as a Function of Goal-Transformation

Prior studies of the effect of group identification on cooperation in social dilemmas have advanced two competing accounts of this effect, the goal-transformation hypothesis, which holds that identification implies a sense of collective self, which makes personal and collective goals interchangeable, and the goal-amplification hypothesis, which states that identification induces positive expectations about others’ cooperative behavior. These prior studies have, however, neglected to assess the process measures necessary to pit the one account against the other. Following prior research, the present study showed that the effect of identification was moderated by participants’ social value orientation (i.e., individual differences in evaluating the importance of outcomes for self and other) in such a way that identification influenced proselfs’ cooperation more than prosocials’ cooperation. This suggests that the consequence of group identification is that collective goals become personal goals. Extending earlier recent research, mediational analyses showed that the effect of our identification manipulation was mediated by participants’ sense of collective self and not by their expectations. Taken together, these results provide strong support in favor of the goal-transformation hypothesis

On angry leaders and agreeable followers: How leaders' emotions and followers' personalities shape motivation and team performance.

Do followers perform better when their leader expresses anger or when their leader expresses happiness? We propose that this depends on the follower’s level of agreeableness. Anger is associated with hostility and conflict—states that are at odds with agreeable individuals’ goals. Happiness facilitates affiliation and positive relations—states that are in line with agreeable individuals’ goals. Accordingly, the two studies we conducted showed that agreeableness moderates the effects of a leader’s emotional displays. In a scenario study, participants with lower levels of agreeableness responded more favorably to an angry leader, whereas participants with higher levels of agreeableness responded more favorably to a neutral leader. In an experiment involving four-person teams, teams composed of participants with lower average levels of agreeableness performed better when their leader expressed anger, whereas teams composed of participants with higher average levels of agreeableness performed better when their leader expressed happiness. Team performance was mediated by experienced workload, which was highest among agreeable followers with an angry leader. Besides having important practical implications, the findings shed new light on the fundamental question of how emotional expressions regulate social behavior