Cooperation with leaders in social dilemmas: On the effects of procedural fairness and outcome favorability in structural cooperation

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Research in leadership, self, and identity: A sample of the present and a glimpse of the future (2005, background): “…fairness) as well as the fairness of the procedures used to arrive at these outcomes (i.e., procedural fairness) and the interpersonal treatment provided in the course of this process (i.e., interactional fairness) may be important concerns for followers (e.g., De Cremer & van Knippenberg, 2003).”
Cooperation as a function of leader self-sacrifice, trust, and identification (2005, background): “), and as such are highly relevant to the assessment of leadership effectiveness in engendering cooperation ( De Cremer and van Knippenberg, 2002, 2003”
Leadership and fairness: The state of the art (2006, background): “However, fairness research clearly suggests that the fairness of the outcomes and treatment received from their leaders will be a key concern to followers (De Cremer & van Knippenberg, 2003; van Knippenberg & Hogg, 2003).”
Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry (2014, background): “Specifically, because ethical leaders are proactive, which, in turn, increases cooperation (Cremer and Knippenberg 2003; Dukerich, Golden, and Shortell 2002) accordingly, we expect such leaders should promote organizational identification.”