Breaking the cycle of injustice: how leaders act justly under the double threat of higher-level injustice and low justice rewards

Purpose This research investigates when and why lower-level leaders counteract interactional injustice after experiencing injustice from their superiors. Design/methodology/approach Two scenario-based studies were employed to test the hypotheses. Findings The enactment of injustice by higher-level leaders was found to increase psychological disidentification among lower-level leaders, prompting them to exhibit higher levels of interactional justice, particularly in contexts where justice is seldom rewarded. Research limitations/implications This paper extends trickle-down effects research by demonstrating how reactance can interrupt the transmission of injustice from higher-level leaders, suggesting that a reactance-provoking environment can motivate lower-level leaders to act more justly. Practical implications Organizations can mitigate the spread of injustice by enhancing middle-level leaders’ awareness of unjust behaviors and fostering a leadership self-concept that emphasizes interactional justice. Originality/value This paper clarifies the reversal of the trickle-down process of interactional injustice, contributing to the literature on trickle-down effects and interactional justice.