Antecedents and Consequences of Procedural Justice Perceptions in Hierarchical Decision-Making Teams

Abstract

A model is presented that posits positive and independent effects for process control and decision control on procedural justice perceptions in hierarchical decision-making teams with distributed expertise. It is proposed that procedural justice perceptions will be positively related to staff member self-efficacy and satisfaction with the leader, which will be negatively related to task withdrawal. A laboratory experiment was conducted with 126 participants performing a computerized decision-making task in 42 teams. Each team consisted of a leader in addition to 3 participants performing as subordinates. Path analysis results support the proposed model. Implications for applying justice theory to team effectiveness and leadership are discussed.

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