The Role of Leadership and Trust in Creating Structural Patterns of Team Procedural Justice: A Social Network Investigation
通过两项纵向实地研究，从社会网络视角考察团队程序正义的集中化和密度两种结构模式，发现领导-成员交换关系的差异化通过降低团队内部信任，导致程序正义的社会互动更集中且更少。
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.