BIBLIOGRAPHIE
289
Nadisic, T., Angelo, F., & Patient, D. (2007, June).
Les antécedents des comportements de justice interactionnelle
des managers
. Présentation orale au XVIème Conférence Internationale de Management Stratégique,
Montréal, Canada.
Naumann, S. E., & Bennett, N. (2000). A case for procedural justice climate: Development and test of a
multilevel model.
Academy of Management Journal, 43,
881-889.
Neubert, M. J., Kacmar, K. M., Carlson, S. D., Chonko, L. B., & Roberts, J. A. (2008). Regulatory focus
as a mediator of the influence of initiating structure and servant leadership on employee behavior.
Journal of Applied Psychology, 93
, 1220-1233.
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of
monitoring and organizational citizenship behavior.
Academy of Management Journal, 36,
527-556.
Northouse, P. G. (2010).
Leadership: Theory and practice
(5
ème
Edition). Thousand Oaks, CA: Sage
Publications.
Oberlé, D. (1995). L’approche interactionniste des rôles. Dans G. Mugny, D. Oberlé & J-L Beauvois
(Eds.),
Relations humaines, groupes et influence sociale
(pp. 101-130). Grenoble : Presses Universitaires ed
Grenoble.
Organ, D. W., & Moorman, R. H. (1993). Fairness and organizational citizenship behavior: What are
the connections?
Social Justice Research, 6,
5-18.
O’Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile
comparison approach to assessing person-organization fit.
Academy of Management Journal, 34
, 487-516.
Paluck, E. L. (2009). Reducing intergroup prejudice and conflict using the media: A field experiement in
Rwanda.
Journal of Personality and Social Psychology, 96,
574-587.
Parry, K. W., & Proctor-Thomson, S. B. (2002). Perceived integrity of transformational leaders in
organizational settings.
Journal of Business Ethics, 35,
75-96.
Patient, D. L., & Skarlicki, D. P. (2005). Why managers don’t always do the right thing when delivering
bad news: The roles of empathy, self-esteem, and moral development in interactional fairness. Dans
S. Gilliland, D. Steiner, D. Skarlicki, & K. van den Bos (Eds.),
What motivates fairness in organizations?
(pp.149-178). Greenwich, CT: Information Age.
Pearce C. L., & Sims Jr., H. P. (2002). Vertical versus shared leadership as predictors of the
effectiveness of change management teams: An examination of aversive, directive, transactional,




