ISSN 0439-755X
CN 11-1911/B

心理学报 ›› 2023, Vol. 55 ›› Issue (3): 496-509.doi: 10.3724/SP.J.1041.2023.00496

• 研究报告 • 上一篇    下一篇


刘德鹏1, 李珏兴2(), 梁品1, 庞旭宏1   

  1. 1山东大学管理学院, 济南 250100
    2云南师范大学经济与管理学院, 昆明 650500
  • 收稿日期:2021-11-11 发布日期:2022-12-22 出版日期:2023-03-25
  • 通讯作者: 李珏兴
  • 基金资助:

How does organizational political environment influence leader justice rule adherence?

LIU Depeng1, LI Juexing2(), LIANG Pin1, PANG Xuhong1   

  1. 1School of Management, Shandong University, Jinan 250100, China
    2School of Economics and Management, Yunnan Normal University, Kunming 650500, China
  • Received:2021-11-11 Online:2022-12-22 Published:2023-03-25
  • Contact: LI Juexing


论文基于自我控制的强度模型, 研究了组织政治环境作为情境因素影响领导者公正准则遵从的作用机制和边界条件。对来自某国有商业银行73位网点主任连续10个工作日的570个经验取样法的数据分析结果发现:(1)在个体内层次, 领导者组织政治感知提高了自我耗竭, 领导者职位任期削弱了该正向关系。(2)个体内层次自我耗竭对公正准则遵从的作用取决于个体间层次领导身份认同的程度:当领导身份认同较高时, 二者关系为正; 当领导身份认同较低时, 二者关系为负。(3)当领导者职位任期较短且领导身份认同较高时, 组织政治感知通过自我耗竭促进公正准则遵从; 当职位任期较短且领导身份认同较低时, 组织政治感知通过自我耗竭阻碍公正准则遵从。上述研究结论将公正准则遵从的前因研究从行为者中心视角拓展到情境中心视角, 率先研究了组织政治感知的个体内变化及其影响, 同时增进了对自我耗竭作用机制和边界条件的认识。

关键词: 公正准则遵从, 组织政治感知, 自我耗竭, 职位任期, 领导身份认同


A high level of justice perception not only promotes employees’ task performance, organizational citizenship behavior, and creativity, but also reduces their potential organizational retaliation and deviance behavior. To enhance employees’ justice perceptions, first and foremost is ensuring that leaders adhere to justice rules. However, a frustrating reality is that leaders often fail to do so, even when they recognize the importance of justice rule adherence. Thus, in recent years scholars have increasingly focused on explaining the above phenomenon. Scholars adopting an “actor-centric” perspective have found that leaders’ low levels of justice-related traits and justice motives are among the key factors that lead them to violate justice rules. However, a growing number of studies reveal that leaders with both high levels of justice-related traits and justice motives will sometimes violate justice rules. Therefore, scholars have called for moving beyond the “actor-centric” perspective to a “situation- centric” perspective by investigating the role of contextual factors in affecting leaders’ justice behavior. Sherf et al. (2019) were among the first to do so by investigating how leaders’ work overload influences their justice rule adherence. However, there is little research on how political environment may influence leaders’ justice behavior. An organization is not only a workplace for assigning and completing tasks, but also a political site infused with political behavior. Understanding how and when an organization’s political environment may impact leaders’ justice rule adherence has important theoretical implications.

To fill the above gaps, in this paper we investigate how political environments affect leaders’ justice rule adherence. Based on the strength model of self-control, we argue that, at the within-person level, leaders’ perceptions of organizational politics (POP) will be positively related to their ego depletion, and their tenure will weaken this positive relationship between POP and ego depletion. Nevertheless, the relationship between leaders’ ego depletion and justice rule adherence (and thus the relationship between leaders’ POP and justice rule adherence via the mediation of ego depletion) depends on their leader identity.

To test our theory, we conducted a survey in a large commercial bank in an eastern province of China, using a time-lagged interval-based experience sampling method. Our final sample included 570 observations from 73 branch managers. We analyzed data using MSEM and found that, at the within-person level, leader POP was positively related to ego depletion, and the relationship was moderated by leader position tenure so that it was significant only under low position tenure. Additionally, leader identity moderated the relationship between ego depletion and justice rule adherence so that the relationship was positive under high leader identity and negative under low leader identity. Furthermore, POP had a positive indirect effect on justice rule adherence via ego depletion when tenure was low and leader identity was high, and the indirect effect was negative when both tenure and leader identity were low.

We make important theoretical contributions to the “situation-centric” perspective research on justice rule adherence, POP, and the strength model of self-control. First, instead of highlighting the task assignment environment before, we explore the consequence of leaders' embedded political environment on their justice rule adherence. At the same time, different from the previous discussion of the conscious cognitive mechanism, the unconscious self-control mechanism of ego depletion is taken as the mechanism to explain the influence of situational factors on justice rule adherence. Second, this paper is the first, to the best of our knowledge, to verify within-person changes of POP and link it to proactive justice research. Finally, we extend the boundary conditions for understanding how ego depletion affects leader behavior. In addition, this research offers crucial practical implications for how to shape the organizational political environment and direct it to increase leaders' justice behavior.

Key words: justice rule adherence, perceptions of organizational politics, ego depletion, position tenure, leader identity