ENDORSEMENT OF DISTRIBUTIVELY FAIR AND UNFAIR LEADERS IN INTERPERSONAL AND INTERGROUP SITUATIONS

Differences in the strength of endorsement for distributively fair and unfair leaders in interpersonal and intergroup situations were measur ed Fair leaders were expected to receive stronger endorsements than un fair leaders in interpersonal situations. This difference, however, wa s expected to attenuate, if not reverse in intergroup situations wizen the unfairness favoured the ingroup. An attenuation effect obtained i n Experiment 1 (N = 49) using ad hoc groups in a laboratory setting. A ttenuation and reversal effects obtained, respectively, in Experiments 2 (N = 314) and 3 (N = 213) using preexisting groups (students and Ne w Zealanders, respectively) in a scenario setting. Fairness ratings fo llowed patterns similar to leadership endorsements in Experiments 2 an d 3. Finally, Experiment 3 showed a reversal in participants' private attitudes toward an issue about which the leader expressed an opinion. These data extend previous research on leadership endorsement and are consistent with predictions derived from Social Identity Theory (Tajf el di Turner, 1986).