Motivation to cooperate in Organisations: The case of prototypical leadership and procedural fairness
<span>The present paper explores how leader prototypicality and procedural fairness connect in stimulating follower cooperation. We, first of all, argue that leader prototypicality (the extent to which a leader represents the group identity) enhances positive perceptions about the future. It d...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
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Ubiquity Press
2008-06-01
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| Series: | Psychologica Belgica |
| Online Access: | http://www.psychologicabelgica.com/articles/106 |
| Summary: | <span>The present paper explores how leader prototypicality and procedural fairness connect in stimulating follower cooperation. We, first of all, argue that leader prototypicality (the extent to which a leader represents the group identity) enhances positive perceptions about the future. It does so by positively influencing perceptions of the leader's procedural fairness (at least among strongly identifying group members). Such perceptions of procedural fairness, in turn, stimulate follower cooperation. Secondly, we argue that leader prototypicality also facilitates the enactment of fair procedures by increasing the effectiveness that a procedurally fair treatment has on follower cooperation. We present an overview of very recent studies that support both arguments and conclude that group based dynamics, which determine the group prototype, have important influences on the effectiveness with which leaders can stimulate cooperation by means of procedural fairness.</span> |
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| ISSN: | 0033-2879 2054-670X |