As a kind of organizational justice, leader-member interactional justice reflects the perception of team members on the quality of communication with leaders, and it can promote team creativity, help enterprises maintain their core competitive advantages, and ensure their prosperity and stable development. Since interactive justice is usually generated within teams, team members often pursue interactive justice. When leaders show sincerity and frankness to their subordinates, members will feel that leaders respect them and attach importance to their opinions , which is conducive to smooth and efficient communication. Thus, it is not only beneficial for leaders to gain the support of the whole team, but also helps to stimulate the emergence of creative ideas during the interaction process, thus effectively enhancing the creativity of the entire team.#br#With a sample of 102 knowledge teams in more than 10 Chinese high-technology firms, this study adopts statistical analysis methods to test the proposed hypotheses. Moreover, it sets intra-team competition as the mediator variable, and power distance orientation as a moderator variable to clarify the internal mechanism of leader-member interactional justice on team creativity from two dimensions of direct and indirect transmission mechanisms.#br#The main findings are as follows. First, leader-member interactional justice has a positive effect on team creativity. Second, the development competition of intra-team competition plays a full mediating role between leader-member interactional justice and team creativity. Third, power distance orientation plays a positive moderating role between leader-member interactional justice and intra-team development competition, and power distance orientation plays a negative moderating role between leader-member interactional justice and intra-team hypercompetition. Fourth, power distance orientation positively moderates intra-team development competition, and plays a mediator role between leader-member interactional justice and team creativity. The higher power the distance orientation is , the stronger the mediator effect will be, and vice versa.#br#By exploring the effect of leader-member interactional justice on team creativity, the study expands the theory of organizational justice. It effectively makes up for the lack of research on the relationship between interactive justice and team creativity within the framework of organizational justice. Moreover, on the basis of the group involvement model, this study not only explores the direct relationship between interactional justice and team creativity, but also highlights the mediating mechanism of intra-team competition, making a significant contribution to the research field of intra-team competition. Besides, the conclusion that power distance orientation can significantly moderate the relationship between leader-employee interactional justice and team creativity is helpful to deepen the understanding of the effectiveness of power distance orientation at the team level.#br#This study also has some significance for team creativity in practice. First, organizations should further improve the awareness of positive interaction between leaders and members, and urge leaders to pay more attention to fair interaction with their subordinates. Therefore, they can carry out a series of training or educational activities to improve the skills and methods of team leaders and improve the interactive fairness of leaders and members. Moreover, leaders should adhere to the values of respect, appropriate behavior, and frankness to interact with members in a positive way, and pass on the norms needed to complete the organizational common goals to members through incentives, appropriate behavior and feedback, so as to improve the effectiveness of information exchange and communication within the teams. Second, in each work team, team leaders need to monitor the competition among the team members at all times. Also, leaders should actively create opportunities to encourage information sharing within the team. For instance, members are encouraged to hold frequent seminars to share information or knowledge, and ensure close communication among members to absorb and integrate suggestions from others to better complete work tasks. Finally, organizations need to cultivate team members with a high power distance orientation. What′s more, leaders should be valued in organizations, for it is conducive to building close relationships with their subordinates, and leaders should care about their subordinates and the whole interests of teams.#br#
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