Ensuring that managers engage in fair behaviors is critical for the effective functioning of organizations. Previous research has focused on increasing the enactment of interactional justice (i.e., justice as a dependent variable) by enhancing managers’ willingness to be fair. Drawing upon the limited strength model of self-regulation, we argue that the enactment of interactional justice may not depend solely on managers’ willingness or motivation but also on the extent to which managers have the self-regulatory resources required to engage in these behaviors. Using four experimental studies, our results indicate that the depletion of self-regulatory resources is negatively associated with the enactment of interactional justice. Furthermore, we argue that depletion can give rise to self-appraisal gaps (i.e., individuals’ ability to accurately appraise the fairness of their behavior is hampered), which can diminish the impetus to regulate fair behaviors (i.e., diminish interactional justice). Results provide support for self-appraisal gaps as an underlying explanation for why depletion can negatively affect the enactment of interactional justice. Moreover, the negative effects of depletion can be overcome by increasing managers’ awareness that they may be overestimating the fairness of their behavior. Theoretical and practical implications are discussed.