Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Organisational justice mechanisms’ mediating leadership style, cognition- and affect-based trust during COVID-19 in South Africa

Organisational justice mechanisms’ mediating leadership style, cognition- and affect-based trust... This study aims to investigate how different kinds of leadership styles (transformational and transactional leadership) influence different components of trust (affect-based and cognition-based trust), mediated by organisational justice mechanisms (distributive, procedural and interactional justice) during COVID-19 conditions in South Africa.Design/methodology/approachThis study conducted a quantitative study by collecting survey data from 366 leaders in three organisations in South Africa, using valid and reliable scales. Given the number of latent constructs, the statistical technique used for this research was partial least squares-structural equation modelling, which enabled the authors to evaluate the strength and significance of the mediating relationships.FindingsFindings show unexpectedly that neither distributive nor procedural justice has any significant mediating effect between transformational and transactional leadership and between the components of trust (affect-based and cognition-based trust). However, interactional justice was found to have a significant positive mediating effect between transactional leadership and affect-based trust as well as cognition-based trust. The same did not apply to transformational leadership.Originality/valueGiven the context of this study, which was conducted during the COVID-19 pandemic, these findings support the notion that it is the responsibility of leaders in organisations to communicate effectively, clearly and transparently to their followers at all times but particularly during times of extreme uncertainty. These increased levels of perceived fairness result in the development of trust within the organisation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Business Review Emerald Publishing

Organisational justice mechanisms’ mediating leadership style, cognition- and affect-based trust during COVID-19 in South Africa

Loading next page...
 
/lp/emerald-publishing/organisational-justice-mechanisms-mediating-leadership-style-cognition-TeLhKU30zA

References (66)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0955-534X
eISSN
0955-534X
DOI
10.1108/ebr-11-2021-0243
Publisher site
See Article on Publisher Site

Abstract

This study aims to investigate how different kinds of leadership styles (transformational and transactional leadership) influence different components of trust (affect-based and cognition-based trust), mediated by organisational justice mechanisms (distributive, procedural and interactional justice) during COVID-19 conditions in South Africa.Design/methodology/approachThis study conducted a quantitative study by collecting survey data from 366 leaders in three organisations in South Africa, using valid and reliable scales. Given the number of latent constructs, the statistical technique used for this research was partial least squares-structural equation modelling, which enabled the authors to evaluate the strength and significance of the mediating relationships.FindingsFindings show unexpectedly that neither distributive nor procedural justice has any significant mediating effect between transformational and transactional leadership and between the components of trust (affect-based and cognition-based trust). However, interactional justice was found to have a significant positive mediating effect between transactional leadership and affect-based trust as well as cognition-based trust. The same did not apply to transformational leadership.Originality/valueGiven the context of this study, which was conducted during the COVID-19 pandemic, these findings support the notion that it is the responsibility of leaders in organisations to communicate effectively, clearly and transparently to their followers at all times but particularly during times of extreme uncertainty. These increased levels of perceived fairness result in the development of trust within the organisation.

Journal

European Business ReviewEmerald Publishing

Published: Oct 5, 2022

Keywords: Leadership; Transformational leadership; Transactional leadership; Organisational justice; Affect-based trust; Cognition-based trust

There are no references for this article.