Leaders' fairness and followers' conflict handling style

Abstract

PurposeThe present paper aims to identify an important moderator of the effect of leader's fairness on the conflict handling style adopted by followers. Based on the uncertainty management model the authors hypothesize that the motivation to reduce uncertainty, reflected by individual differences in need for cognitive closure, moderates the use of constructive conflict handling style as a response to variation in leader's perceived procedural fairness.Design/methodology/approachA correlational study was conducted on a sample of 175 Italian public employees. Each participant filled out a questionnaire. Data analysis was carried out performing a series of multiple regression analyses.FindingsConsistent with previous research, regression analysis showed that perceived leader's fairness promoted a more constructive approach to manage conflict with leaders. More importantly this relationship was stronger under high rather than low need for cognitive closure.Practical implicationsPresent results suggest that in order to favor a solution‐oriented conflict handling style, leaders should promote perceptions of procedural fairness, especially among those with high need for closure.Originality/valueThis is one of the first studies that looks at a moderator of the relationship between leader's fairness and constructive conflict management. It integrates literature on procedural fairness and cooperation. Furthermore, as the current research focuses on need for closure, it has important implications with regard to the uncertainty management model.