Leaders’ sense of power is often found to induce abusive and aggressive behaviors toward subordinates, which consequently undermines interactional justice. Drawing on moral exclusion theory, we predict that subordinates’ instrumental value determines whether leaders’ sense of power prompts abusive supervisory behaviors or actions of showing goodwill toward subordinates, which, in turn, reshapes interactional justice. We theorize that leaders’ outcome dependence on subordinates is the key indicator of subordinates’ instrumental value. The results of two field studies lend support to our propositions. When leaders have low outcome dependence on subordinates, their sense of power is more likely to trigger abusive supervisory behaviors and then hamper interactional justice. Conversely, when leaders have high outcome dependence on subordinates, their sense of power is more likely to promote goodwill toward subordinates and consequently foster interactional justice. We further find that subordinates’ power distance influences the relationship between power-induced behaviors and interactional justice.

领导者的权力感经常被发现会诱发对下属的辱骂和攻击行为，从而破坏互动公平。借鉴道德排斥理论，我们预测下属的工具价值决定了领导者的权力感是促使滥用监督行为还是对下属表现出善意的行为，这反过来又重塑了互动公平。我们的理论是，领导者对下属的结果依赖是下属工具价值的关键指标。两项实地研究的结果支持我们的主张。当领导者对下属的结果依赖性较低时，他们的权力感更有可能引发滥用监督行为，进而阻碍互动公平。反之，当领导对下属的结果依赖度高时，他们的权力感更有可能促进对下属的善意，从而促进互动公平。我们进一步发现，下属的权力距离影响权力诱导行为与互动公平之间的关系。