Good Things Are Not Eternal: How Consideration Leadership and Initiating Structure Influence the Dynamic Nature of Organizational Justice and Extra-Role Behaviors at the Collective Level

Abstract

The relationship between leader behaviors and follower performance and unit effectiveness is one of the most important research topics in management and organizational behavior. Four types of leader behaviors have dominated leadership research: contingent rewards, transformational leadership, consideration, and initiating structure. Much of the research on initiating structure and consideration was developed in the 1950s and 1960s, and then forgotten in favor of a new school of leadership approaches dominated by transformational leadership (Lord, Day, Zaccaro, Avolio, & Eagly, 2017). Despite this, the two Ohio State leadership behaviors have ceased to be overlooked and are now the subject of growing interest. This emerging interest is explained in large part by the increasing evidence showing that Ohio State University's two-factor leadership model predicts important individual and organizational outcomes (Judge, Piccolo, & Ilies, 2004), above and beyond other leadership constructs such as transformational leadership, transactional leadership, and servant leadership (

Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance

“…The Ohio State studies on initiating structure and consideration behaviors (Tremblay, Gaudet, & Parent-Rocheleau, 2018; Weissenberg & Kavanagh, 1972)—and the closely related concept of concern for task and concern for individual (Miner, 2005)—moved the human relations movement from a more general idea of leaders acknowledging follower emotional needs, to a more concrete view of how this process operated. When leaders displayed consideration behaviors, that they cared about a follower’s well-being in the workplace, this concern prompted improved workplace outcomes.…”

How organizational justice in the hospitality industry influences proactive customer service performance through general self-efficacy

“…The present study addresses these significant gaps by interpreting how OJ boosts the PCSP of employees with direct customer contact in the hospitality industries. The results enrich the OJ and extra-role service behavior literature (Farid et al , 2021; Sajjad et al , 2019; Tremblay et al , 2018) by clarifying the factors surrounding PCSP and focusing on the traditional types of OJ (DJ and PJ). Drawing upon SET, the findings provide evidence of two important motivational factors: addressing individuals’ feelings of fairness in the distribution and allocation of organizational resources (DJ) and procedures to develop and implement these resources (PJ).…”

Impact of basic psychological needs on organizational justice and helping behavior: a self-determination perspective

“…Chan and Lai (2017) unveiled that perceived distributive, procedural and interactional justice are significant predictors of helping behavior. Finally, Tremblay et al (2018) found that perceived distributive and procedural justice are predictive of helping behavior.…”