Contrasting The Effects of Leadership Styles On Different Workgroups – An Empirical Study On Employee Perceptions of Justice, Leader Credibility, and Group Commitment

Authors

Kevin J. Hurt, University of Texas – Pan American
Jun Sun, University of Texas – Pan American

Abstract

This study examined the effects of contrasting leadership styles on the behavior of team members in different group settings. Two leadership styles (directive and transformational) and two types of teams (functional and cross-functional) were controlled in an experiment to assess their impact on perceptions of procedural and interpersonal justice. The subsequent impact of procedural and interpersonal justice perceptions on leadership credibility and group commitment were also examined. The results suggested that leadership style and group type have different effects on team member’s perceptions of procedural justice and interpersonal justice. Leadership credibility was found to fully mediate the effects of procedural justice and interpersonal justice perceptions on group commitment.

Volume

5

Issue

2

First Page

43

Last Page

55

DOI

10.58809/HEWR1826

Comments

For questions contact ScholarsRepository@fhsu.edu

Rights

© Fort Hays State University

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.

Recommended Citation

Hurt, Kevin J. and Sun, Jun (2009) "Contrasting The Effects of Leadership Styles On Different Workgroups – An Empirical Study On Employee Perceptions of Justice, Leader Credibility, and Group Commitment," Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 5: No. 2, Article 7.
DOI: 10.58809/HEWR1826
Available at: https://scholars.fhsu.edu/jbl/vol5/iss2/7