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The Relationship Between Transformational Leadership and Followers’ Perceptions of Fairness

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  • Eliane Bacha
  • Sandra Walker

Abstract

Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between transformational leadership and the employees’ perceptions of fairness, mainly the three types of fairness which are distributive, procedural, and interactional in French firms. A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. We found a partial relationship between employees’ perceptions of fairness and transformational leadership. More specifically, we found that procedural and interactional fairness are strongly associated with transformational leadership. Copyright Springer Science+Business Media Dordrecht 2013

Suggested Citation

  • Eliane Bacha & Sandra Walker, 2013. "The Relationship Between Transformational Leadership and Followers’ Perceptions of Fairness," Journal of Business Ethics, Springer, vol. 116(3), pages 667-680, September.
    • Handle: RePEc:kap:jbuset:v:116:y:2013:i:3:p:667-680
    DOI: 10.1007/s10551-012-1507-z
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    References listed on IDEAS

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    1. Cohen, Deborah Vidaver, 1993. "Creating and Maintaining Ethical Work Climates: Anomie in the Workplace and Implications for Managing Change," Business Ethics Quarterly, Cambridge University Press, vol. 3(4), pages 343-358, October.
    2. Cremer, David De & Knippenberg, Daan van, 2003. "Cooperation with leaders in social dilemmas: On the effects of procedural fairness and outcome favorability in structural cooperation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 91(1), pages 1-11, May.
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    Cited by:

    1. K. Michele Kacmar & Reginald Tucker, 2016. "The Moderating Effect of Supervisor’s Behavioral Integrity on the Relationship between Regulatory Focus and Impression Management," Journal of Business Ethics, Springer, vol. 135(1), pages 87-98, April.
    2. Juan Pablo Araya-Orellana, 2022. "Assessment of the Leadership Styles in Public Organizations: an Analysis of Public Employees Perception," Public Organization Review, Springer, vol. 22(1), pages 99-116, March.
    3. Tae-Yeol Kim & Jeffrey Edwards & Debra Shapiro, 2015. "Social Comparison and Distributive Justice: East Asia Differences," Journal of Business Ethics, Springer, vol. 132(2), pages 401-414, December.
    4. Swati Agrawal, 2020. "Role of Sub-constructs of Psychological Capital and Transformational Leadership in Engaging Employees in Service Sector," Business Perspectives and Research, , vol. 8(2), pages 244-256, July.
    5. Muhammad Ali Raza & Noor Ul Hadi & Bahaudin G. Mujtaba, 2022. "Impact of procedural justice on employee turnover intention: assessing the moderating role of Islamic work ethics and trust in leader," SN Business & Economics, Springer, vol. 2(11), pages 1-18, November.
    6. Omar S. Itani & Nawar N. Chaker, 2022. "Harnessing the Power Within: The Consequences of Salesperson Moral Identity and the Moderating Role of Internal Competitive Climate," Journal of Business Ethics, Springer, vol. 181(4), pages 847-871, December.
    7. Nazia Habib & Sajid Hussain Awan & Shaheryar Naveed & Chaudhry Shoaib Akhtar, 2020. "Effectiveness of Interpersonal Leadership for Engagement and Task Performance of Nurses," SAGE Open, , vol. 10(2), pages 21582440209, May.
    8. Saif-Ur-Rehman Khan & Mahwish Anjam & Mohammad Abu Faiz & Faisal Khan & Hashim Khan, 2020. "Probing the Effects of Transformational Leadership on Employees’ Job Satisfaction With Interaction of Organizational Learning Culture," SAGE Open, , vol. 10(2), pages 21582440209, June.

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