dc.contributor.author |
Janson, A |
en |
dc.contributor.author |
Levy, Lester |
en |
dc.contributor.author |
Sitkin, SB |
en |
dc.contributor.author |
Lind, EA |
en |
dc.date.accessioned |
2012-05-23T22:59:57Z |
en |
dc.date.issued |
2008-01-01 |
en |
dc.identifier.citation |
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 17(2):251-272 01 Jan 2008 |
en |
dc.identifier.issn |
1359-432X |
en |
dc.identifier.uri |
http://hdl.handle.net/2292/18297 |
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dc.description.abstract |
Leaders' fairness may be just one of several heuristicscognitive shortcutsthat followers use to decide quickly whether they can rely on a given leader to lead them to ends that are good for the collective, rather than just good for the leader. Other leadership heuristics might include leader prototypicality and leader self-sacrifice. We hypothesized that if these other factors do function as leadership heuristics they would interact with fairness such that the correlation of fairness with leadership evaluations would be lower when either of the other factors was high. In two studies, both using the Lind-Sitkin Multiple Domain Leadership Instrument, we measured followers' impressions of their supervisors' interactional fairness, and prototypicality, and their leadership evaluations and ratings of team community; in Study 2 we also measured impressions of leaders' sacrifice. To test the generality of the phenomena, Study 1 included data from respondents in the US, India, and Germany; Study 2 included data from respondents in New Zealand and the US. The results supported the hypotheses. |
en |
dc.language |
English |
en |
dc.publisher |
PSYCHOLOGY PRESS |
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dc.relation.ispartofseries |
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY |
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dc.rights |
Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. Details obtained from http://www.sherpa.ac.uk/romeo/issn/1359-432X/ |
en |
dc.rights.uri |
https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm |
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dc.subject |
Social Sciences |
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dc.subject |
Psychology, Applied |
en |
dc.subject |
Management |
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dc.subject |
Psychology |
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dc.subject |
Business & Economics |
en |
dc.subject |
leadership |
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dc.subject |
fairness |
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dc.subject |
sacrifice |
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dc.subject |
cross-national |
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dc.subject |
SELF-SACRIFICE |
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dc.subject |
STEREOTYPICALITY |
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dc.subject |
JUDGMENTS |
en |
dc.subject |
MODEL |
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dc.title |
Fairness and other leadership heuristics: A four-nation study |
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dc.type |
Journal Article |
en |
dc.identifier.doi |
10.1080/13594320701746510 |
en |
pubs.issue |
2 |
en |
pubs.begin-page |
251 |
en |
pubs.volume |
17 |
en |
dc.rights.holder |
Copyright: PSYCHOLOGY PRESS |
en |
pubs.author-url |
http://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=000257035400005&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=6e41486220adb198d0efde5a3b153e7d |
en |
pubs.end-page |
272 |
en |
dc.rights.accessrights |
http://purl.org/eprint/accessRights/RestrictedAccess |
en |
pubs.subtype |
Article |
en |
pubs.elements-id |
115539 |
en |
pubs.record-created-at-source-date |
2013-06-05 |
en |