Transformational Leadership and
Change: How Leaders Influence
Their Followers' Motivation Through
Organizational Justice
Carl Deschamps, researcher, Universite Libre de Bruxelles, and Solvay Brussels SchoolEconomics and Management, Brussels, Belgium; Natalie Rinfret, PhD, CRHA, professor, Ecole nationale d ‘administration publique, Chaire La Capitale en leadership dans le secteur public, Quebec, Canada; Marie Claude Lagace, researcher, Ecole nationale d'administration publique, Chaire La Capitale en leadership dans le secteur public; and Catherine Prive, researcher, CRHA, Alia Conseil Inc., Quebec, Canada

E X E C U T I V E

S U M M A R Y

In the past decade, the reform of Quebec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motiva­ tions and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transfor­ mational leadership on motivation is fully mediated via different aspects of organiza­ tional justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by proce­ dural and interpersonal justice and little by distributive justice.

For more information about the concepts in this article, contact Mr. Deschamps at carl.deschamps@ulb.ac.be.

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T ransformational Leadership

INTRODUCTION

and

C hange

2008; Gillet et ah, 2013; Wang et ah,
2011) that become especially important during organizational changes (Battilana, Gilmartin, Sengul, Pache, &
Alexander, 2010; Carter, Armenakis,
Feild, & Mossholder,