The fairness of the treatment they receive is a key concern to people in organizations. Leaders are a key source of such decisions and treatment that may elicit feelings of fairness or unfairness, but research in leadership and organizational justice has only recently started to explore the integration of insights from leadership research and fairness research to more fully understand leadership effectiveness. Capturing this recent development, this special issue presents a state of the art sample of research in this emerging and promising field.
D. van Knippenberg, D. De Cremer, Leadership and fairness: Taking stock and looking ahead. D. M. Mayer, M. Bardes, R. F. Piccolo, Do servant-leaders help satisfy follower needs? An organizational justice perspective. J. L. Sparr, S. Sonnentag, Fairness perceptions of supervisor feedback, LMX and employee well-being at work. M. van Dijke, D. De Cremer, How leader prototypicality affects followers’ status: The role of procedural fairness. A. Janson, L. Levy, S. B. Sitkin, E. Allan Lind, Fairness and other leadership heuristics: A four-nation study. R. F. Piccolo, M. Bardes, D. M. Mayer, T. A. Judge, Does high quality leader-member exchange accentuate the effects of organizational justice?