The role of justice in team member satisfaction with the leader and attachment to the team.

Phillips, Jean M.; Douthitt, Elizabeth A.; Hyland, Mary Anne M.

doi:10.1037/0021-9010.86.2.316

Cited by 70 publications

(57 citation statements)

References 43 publications

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“…For example, supervisory PJ has been found to promote effort on behalf of and attachment with the group (Philips, Douthitt, & Hyland, 2001). Elsewhere, Korsgaard et al (2002) found that managers' trustworthy behavior, as measured by communication and concern shown toward subordinates, was positively related with coworker helping behavior.…”

Section: Supervisory Pj and Helping Behavior: Mediated By Affective Tmentioning

confidence: 97%

Supervisory procedural justice effects: The mediating roles of cognitive and affective trust

Yang

Mossholder

Peng

2009

The Leadership Quarterly

190

168

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Section: Supervisory Pj and Helping Behavior: Mediated By Affective Tmentioning

confidence: 97%

Supervisory procedural justice effects: The mediating roles of cognitive and affective trust

Yang

Mossholder

Peng

2009

The Leadership Quarterly

190

168

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“…members of self-managing teams (Kirkman et al, 1996;Shapiro and Kirkman, 1999), hierarchical decision-making teams (Phillips et al, 2001), and strategic decision-making teams (Korsgaard et al, 1995). Similar to the tenets of equity theory (Adams, 1965), which argues that people form perceptions of justice by comparing their own outcomes and inputs to those of comparison others, the findings of research on justice in teams suggest that individuals determine the extent to which differential treatment within groups is legitimate and make judgments about how procedures and outcomes experienced by other team members affect them (Colquitt et al, 2005).…”

mentioning

confidence: 99%

Justice in Teams: The Effects of Interdependence and Identification on Referent Choice and Justice Climate Strength

Roberson

2006

Soc Just Res

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Using theories of social comparison and influence as a lens through which to view the operation of justice in teams, this study explores the effects of interdependence and group identification on referent choice and justice climate strength. 372 undergraduate students participated in a laboratory experiment with two levels each of team interdependence, procedural treatment, and outcome favorability. The results showed that members of highly interdependent teams were more likely to make intergroup justice comparisons and that group identification partially mediated this relationship. Interdependence was also related to variability in team climate perceptions, with group identification as a mediator between interdependence and procedural justice climate strength. Overall, the findings highlight interdependence and social identity as contextual variables that influence the emergence of team-level justice perceptions.

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“…In addition to sharing knowledge, leaders and their peers must mutually support each other in order to build team relations. A reciprocal relationship of trust, enthusiasm, justice, and praise improves team member satisfaction and productivity (Phillips et al, 2001;Chen et al, 2008). Leaders that initiate change and support their team members establish a creative and more satisfying work climate (Sellgren et al, 2008).…”

Section: Peer Teaching and Leadership In The Human Structure Blockmentioning

confidence: 98%

Learning to lead: Self‐ and peer evaluation of team leaders in the human structure didactic block

Chen

Gregory

Camp

et al. 2009

Anatomical Sciences Ed

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Increasing emphasis on leadership in medical education has created a need for developing accurate evaluations of team leaders. Our study aimed to compare the accuracy of self- and peer evaluation of student leaders in the first-year Human Structure block (integrated gross anatomy, embryology, and radiology). Forty-nine first-year medical students at Mayo Medical School were assigned to learning teams of three or four members. Teams worked together on daily laboratory dissection, clinical projects, embryology presentations, and daily group quizzes. Student team leaders were responsible for leading laboratory dissection, reviewing radiographic findings, and organizing group assignments. Weekly electronic surveys were administered to evaluate team leaders on altruism, compassion, respect, integrity, responsibility, commitment to excellence, and self-reflection. Results demonstrated that team leaders rated themselves lower than their peers rated them in multiple aspects of leadership. Peer evaluation of team leaders was statistically higher than self-evaluation in all traits measured except respect. Female leaders were rated higher by their peers in the areas of responsibility and self-reflection compared to male leaders. This study demonstrates the need for increased communication between team leaders and members, along with creation of a mutually respectful environment, to improve leader awareness of their abilities and foster team success.

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The role of justice in team member satisfaction with the leader and attachment to the team.

Cited by 70 publications

References 43 publications

Supervisory procedural justice effects: The mediating roles of cognitive and affective trust

Supervisory procedural justice effects: The mediating roles of cognitive and affective trust

Justice in Teams: The Effects of Interdependence and Identification on Referent Choice and Justice Climate Strength

Learning to lead: Self‐ and peer evaluation of team leaders in the human structure didactic block

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