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Originalia

Prozedurale Fairness als Mediator zwischen transformationaler Führung und psychischer Beanspruchung am Arbeitsplatz

Eine Mehrebenenstudie

Published Online:September 19, 2013https://doi.org/10.1026/0932-4089/a000120

Abstract

Die vorliegende Studie untersucht prozedurale Fairness als Mediator zwischen transformationaler Führung und psychischer Beanspruchung am Arbeitsplatz, konzeptualisiert als emotionale Erschöpfung und kognitive Irritation. In einer Querschnittstudie in Deutschland, Finnland und Schweden wurden Mehrebenendaten von 2092 Beschäftigten aus 271 Teams erhoben. Prozedurale Fairness konnte als ein Mediator des Zusammenhangs zwischen transformationaler Führung und psychischer Beanspruchung am Arbeitsplatz auf individueller Ebene bestätigt werden (Effekt und Mediation auf individueller Ebene). Zusätzlich konnte ein indirekter Effekt eines transformalen Führungsklimas über die individuelle Wahrnehmung prozeduraler Fairness und auch über ein Klima prozeduraler Fairness auf die psychische Beanspruchung am Arbeitsplatz bestätigt werden (indirekter Effekt auf Individual- und Teamebene). Dabei wurde für die individuelle Führungseinschätzung und bei indirektem Effekt auf Teamebene auch für individuelle Fairnesseinschätzungen kontrolliert. Die Ergebnisse unterstreichen die Bedeutung prozeduraler Fairness für die Gesundheit von Beschäftigten und zeigen, dass prozedurale Fairness nicht nur ein individuelles Phänomen ist.


Procedural fairness as a mediator between transformational leadership and followers’ strain: A multilevel study

The present article proposes procedural fairness as a mediator of the relationship between transformational leadership and followers’ strain, the latter being conceptualized as emotional exhaustion and cognitive irritation. In a cross-sectional study conducted in Germany, Finland, and Sweden multi-level data were collected from 2092 employees assigned to 271 teams. Procedural fairness was confirmed as a mediator of the relationship between transformational leadership and follower’s strain at the individual level (lower level mediation of lower level effect). Moreover, an indirect effect of team-level transformational leadership via individual and team-level procedural fairness on follower’s strain was confirmed (lower level and upper level mediation of upper level effect) while controlling for individual-level leadership and–in case of the upper level indirect effect–for individual-level fairness perceptions. Findings emphasize the importance of procedural fairness for followers’ well-being and demonstrate that fairness perceptions are not only individual phenomena.

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