Leader Group Prototypicality and Follower Job Satisfaction: The Moderating Role of Leader Fairness

Abstract

In this study, leader group prototypicality, employees' team identification (group prototypicality), the relationship between the two, their relationship to job satisfaction as an outcome of leadership effectiveness, and the relationship(s) these all have to leader fairness as a tool of uncertainty reduction and leader endorsement were explored. The results indicate that employees who highly identify with their work team (group) and perceive their leader(s) as group prototypical will also see those leaders as fair. However, no significant interactions were found to influence job satisfaction. Ultimately, leader fairness was not a moderator for leader group prototypicality and job satisfaction. The implications of the results and the limitations of the study are discussed.