Antecedents and consequences of procedural justice perceptions in hierarchical decision-making teams

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Abstract

A model is presented that posits positive and independent effects for process control and decision control on procedural justice perceptions in hierarchical decision-making teams with distributed expertise. It is proposed that procedural justice perceptions will be positively related to staff member self-efficacy and satisfaction with the leader, which will be negatively related to task withdrawal. A laboratory experiment was conducted with 126 participants performing a computerized decision-making task in 42 teams. Each team consisted of a leader in addition to 3 participants performing as subordinates. Path analysis results support the proposed model. Implications for applying justice theory to team effectiveness and leadership are discussed.

Original languageEnglish (US)
Pages (from-to)32-64
Number of pages33
JournalSmall Group Research
Volume33
Issue number1
DOIs
Publication statusPublished - Jan 1 2002

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All Science Journal Classification (ASJC) codes

  • Social Psychology
  • Applied Psychology

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