Abstract
Albeit the proven cruciality of justice in organizations, employees unseldom report injustice of their managers. However, this study proposes that managers’ mindfulness links with higher justice enactment levels through decreased moral disengagement (i.e., selective information processing that maneuvers around internal moral standards to avoid self- sanctioning) under the light of the social cognitive theory. Building on the extant literature, mindfulness enables managers to broaden their attention scope and to foster the awareness of internal and external experiences so that it inhibits moral disengagement during the justice decisions of managers. Therefore, this proposed study aims to take on the endeavor of elucidating the relationship between mindfulness and justice enactment by collecting survey and experimental data from work units. This study is expected to expand on the knowledge of the justice antecedents by introducing mindfulness as a predictor and moral disengagement as a novel deontic mechanism to explain justice enactment in organizations.