We explore the complex interplay between organizational justice and supervisory justice when predicting groupmembers' threat perceptions in a context of organizational change. Based on the assumptions of relational models of procedural justice and prior research done in the multifoci justice framework we hypothesize that the extent to which a supervisor is seen to embody and represent key in-group attributes will moderate the interaction between the supervisor's own interactional justice and the overall organizational procedural justice. Specifically organizational justice is expected to decrease employees' feelings of threat particularly when the supervisortreats group members fairly and is perceived to be in-group representative rather than nonrepresentative. We found support for this hypothesis across two studies a cross-sectional survey and a scenario experiment. The findings confirm the particularly powerful role that an in-group representative leader's interactional fairness has in managing group members' responses to fundamental organizational processes. The implications for further research and practice are discussed.
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