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Using a sample of 411 members and their respective leaders from 72 Taiwanese corporate teams, we conducted a cross-level study and found that 1) teammates' shared work values were positively related to team member performance and satisfaction with cooperation; 2) trustworthiness, or how a member was trusted by his or her teammates, mediated the relationship between shared work values and team member performance; and 3) trustfulness, or how a member trusted his or her teammates, mediated the relationship between shared work values and satisfaction with cooperation. Results provided support for the shared mental model theory and the directional nature of interpersonal trust.

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Extant theorizing concerning person-environment fit (PE fit) is culture bound in that it focuses predominantly on PE fit phenomena in the Western world. We enrich the PE fit literature by exploring the interpretations of PE fit in a prevailing Eastern context (Chinese) using a qualitative study. We interviewed 30 Chinese working adults with diverse backgrounds, and our findings suggest an integrated Chinese model of PE fit that constitutes five dominant PE fit themes: competence at work, harmonious connections at work, balance among life domains, cultivation, and realization. In addition, our research finds empirical evidence of both psychological time and diachronic time with regard to PE fit. With reference to cultural grounding, we reason that Confucian relationalism, selfhood, and appropriateness are particularly helpful in explaining our findings. Other implications and future research are also discussed. Person-environment fit research, especially with its focus on personal affective outcomes, is definitely a Western tradition, dominated by an emphasis on the individual and on personal satisfaction/gratification. These are clearly not universal values and so at least one other environmental variable, national culture, must enter the equation for person-environment fit research. It must but it has not.

This study seeks to resolve a puzzle of the coexistence of follower cooperative voice and cooperative silence (expressing/withholding work-related ideas, information, and opinions based on collective, cooperative motives) in the presence of transformational leadership. A sample of 193 bank employees under 52 managers revealed that in the presence of group-focused transformational leadership, both voice and silence based on cooperative motives increased through the mediation of value congruence between leaders and followers. However, cooperative voice was more likely to be the main response to a high level of value congruence when followers under the same leader perceived individual-focused transformational leadership uniformly. Under a high level of differentiated individual-focused transformational leadership, value congruence was likely to result in more cooperative silence. We discuss implications for future research on both leadership and employee voice.

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