We thank Patrick McKay and Daniel Halgin for their valuable comments on earlier versions of our manuscript. This research was supported by Dong Liu's National Natural Science Foundation of China Key Project Grant (71332002) and Lei Wang's Ministry of Education of China Grant (09XJC630008).
The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation
Article first published online: 8 JAN 2014
© 2014 Wiley Periodicals, Inc.
Volume 67, Issue 4, pages 801–845, Winter 2014
How to Cite
Liu, D., Hernandez, M. and Wang, L. (2014), The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation. Personnel Psychology, 67: 801–845. doi: 10.1111/peps.12062
- Issue published online: 29 OCT 2014
- Article first published online: 8 JAN 2014
- Accepted manuscript online: 13 SEP 2013 07:56AM EST
- Dong Liu's National Natural Science Foundation of China Key Project. Grant Number: 71332002
- Lei Wang's Ministry of Education of China. Grant Number: 09XJC630008
We adopt a social network perspective to investigate the distinct structural patterns (i.e., centralization and density) of procedural justice (PJ) in teams and the antecedent factors that create them. Across 2 longitudinal field studies in which we gathered social network data from 1,008 workers on 138 teams (Study 1) in China and 672 workers on 125 teams (Study 2) in the United States, we found that differentiation in leader–member exchange relationships significantly influenced the centralization and density of PJ within a team by affecting the level of intrateam trust. Specifically, the more differentiated leader treatment team members received, the lower the level of trust within a team, which resulted in more concentrated (high centralization) and fewer (low density) social interactions among members regarding team PJ. Furthermore, differentiated leader treatment of team members was especially damaging to intrateam trust and, in turn, the structural patterns of team PJ when team members were in close proximity and highly sensitive to equity issues.