Endorsement of distributively fair and unfair leaders in interpersonal and intergroup situations
✍ Scribed by MICHAEL J. PLATOW; STEPHANIE HOAR; SCOTT REID; KERYN HARLEY; DIANNE MORRISON
- Publisher
- John Wiley and Sons
- Year
- 1997
- Tongue
- English
- Weight
- 307 KB
- Volume
- 27
- Category
- Article
- ISSN
- 0046-2772
No coin nor oath required. For personal study only.
✦ Synopsis
Differences in the strength of endorsement for distributively fair and unfair leaders in interpersonal and intergroup situations were measured. Fair leaders were expected to receive stronger endorsements than unfair leaders in interpersonal situations. This difference, however, was expected to attenuate, if not reverse in intergroup situations when the unfairness favoured the ingroup. An attenuation effect obtained in Experiment 1 (N=49) using ad hoc groups in a laboratory setting. Attenuation and reversal effects obtained, respectively, in Experiments 2 (N=314) and 3 (N=213) using preexisting groups (students and New Zealanders, respectively) in a scenario setting. Fairness ratings followed patterns similar to leadership endorsements in Experiments 2 and 3. Finally, Experiment 3 showed a reversal in participants' private attitudes toward an issue about which the leader expressed an opinion. These data extend previous research on leadership endorsement and are consistent with predictions derived from Social Identity Theory (Tajfel & Turner, 1986).