Rewarding leadership and fair procedures as determinants of self-esteem

David De Cremer, Barbara van Knippenberg, Daan van Knippenberg, Danny Mullenders, Florence Stinglhamber
Journal of Applied Psychology 2005, 90 (1): 3-12
In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.

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