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J Appl Psychol. 2014 Nov;99(6):1059-73. doi: 10.1037/a0037915. Epub 2014 Sep 22.

Misery loves company: team dissonance and the influence of supervisor-focused interpersonal justice climate on team cohesiveness.

Author information

1
Department of Management.
2
Department of Management and Organization, University of Washington.
3
Department of Organizational Leadership and Strategy, Brigham Young University.
4
Department of Psychology and Women's and Gender Studies Program, Texas A&M University.

Abstract

The organizational justice literature has examined the effects of supervisor-focused interpersonal justice climate, or a team's shared perception of the dignity and respect it receives from its supervisor, on a number of important outcomes directed at organizational authorities. Considerably less is known about the potential influence of these shared perceptions on coworker-directed outcomes. In 2 experiments, we predict that a low (unfair) supervisor-focused interpersonal justice climate generates greater team cohesiveness than a high (fair) supervisor-focused interpersonal justice climate. We further examine the process through which this effect occurs. Drawing from cognitive dissonance theory, we predict that low (vs. high) supervisor-focused interpersonal justice climate generates greater team dissonance, or shared psychological discomfort, for team members and that this dissonance serves as an underlying mechanism through which supervisor-focused interpersonal justice climate influences a team's cohesiveness. Our results demonstrate support for these predictions in that low supervisor-focused interpersonal justice climate led to higher levels of both team dissonance and team cohesiveness than did high supervisor-focused interpersonal justice climate, and team dissonance mediated this relationship. Implications and areas for future research are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

PMID:
25243994
DOI:
10.1037/a0037915
[Indexed for MEDLINE]

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