Leadership and fairness: The state of the art

By D. van Knippenberg, David de Cremer, Barbara van Knippenberg. 2006

202 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/087251258aec4360a788c22adc4f26d369d42ab7

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effects of Leadership Styles and Use of Performance Measures on Managerial Work-Related Attitudes (2010, methodology): “%) compares favorably to earlier and similar studies (Van der Stede et al., 2005).”
The Impact of Ethical Leadership and Leadership Effectiveness on Employees’ Turnover Intention: The Mediating Role of Work Related Stress (2012, background): “Leader behavior has an important affect on employee behavior, such as job satisfaction and organizational commitment (Van Knippenberg et al, 2007).”
When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models (2012, background): “In their overview of research addressing relationships between fairness and leadership, van Knippenberg et al. (2007) noted that ‘‘Remarkably little research has been done on the interactive effects of leader fairness and other aspects of leadership [.”
The impact of positivity and transparency on trust in leaders and their perceived effectiveness (2010, background): “The interactional justice literature is closely aligned with the type of work reported here that relates to leadership issues (e.g., see van Knippenberg, De Cremer, & van Knippenberg, 2007).”
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work (2008, background): “Focusing on fairness of feedback as a specific leadership behaviour will complement and extend existing research on leader fairness and important work-related outcomes (cf. Cohen-Charash & Spector, 2001; Colquitt et al., 2001; van Knippenberg et al., 2007).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…leadership framework would not suggest singling out one particular element (i.e. vision communication) to study in interaction with a noncharismatic–transformational aspect of leadership (i.e. leader fairness; cf. van Knippenberg et al., 2007)—indeed, if anything it would implicitly discourage it.”