Breaking the cycle of injustice: how leaders act justly under the double threat of higher-level injustice and low justice rewards
研究低层领导者在遭遇上级不公后，如何因心理疏离而表现出更高互动公正，尤其在公正很少得到回报的环境中，为阻断不公传递提供启示。
Purpose This research investigates when and why lower-level leaders counteract interactional injustice after experiencing injustice from their superiors. Design/methodology/approach Two scenario-based studies were employed to test the hypotheses. Findings The enactment of injustice by higher-level leaders was found to increase psychological disidentification among lower-level leaders, prompting them to exhibit higher levels of interactional justice, particularly in contexts where justice is seldom rewarded. Research limitations/implications This paper extends trickle-down effects research by demonstrating how reactance can interrupt the transmission of injustice from higher-level leaders, suggesting that a reactance-provoking environment can motivate lower-level leaders to act more justly. Practical implications Organizations can mitigate the spread of injustice by enhancing middle-level leaders’ awareness of unjust behaviors and fostering a leadership self-concept that emphasizes interactional justice. Originality/value This paper clarifies the reversal of the trickle-down process of interactional injustice, contributing to the literature on trickle-down effects and interactional justice.