“…Conversely, a number of leadership studies have examined the contextual effects of trust climate (e.g., Brahm & Kunze, 2012;Dirks & Ferrin, 2001;Simons & Peterson, 2000). However, except for a few studies (e.g., Boies et al, 2015;Braun et al, 2013), the mediating role of trust climate still receives little attention in the TFL literature, although prior research has underlined leadership's impact on climate-building (Lau & Liden, 2008) and casted leaders as Bclimate engineers^in this context (Naumann & Bennett, 2000). Our study intends to close this gap in the literature by exploring how TMT trust climate bridges CEO TFL and firm performance under dynamic environments (cf.…”
Section: Tmt Trust Climatementioning
confidence: 99%
“…Although trust in leaders has received significant attention in the leadership literature (Burke et al, 2007;Dirks & Ferrin, 2002), relatively few works have examined trust among team members or intragroup trust (Braun et al, 2013), let alone the TMT-level trust climate (Carmeli et al, 2012). Moreover, trust climate has been generally examined as a contextual variable, although it is also a key mediator of the impacts related to team or organizational leadership (Boies et al, 2015;Braun et al, 2013;Shih et al, 2012). By considering CEO leadership and firm performance as a key driver and outcome of TMT trust, respectively, our study offers a complementary view that adds value to the trust literature.…”
This study examines the role of top management team (TMT) trust climate in the relationship between CEO transformational leadership (TFL) and firm performance under dynamic environments. The research results based on a sample collected from firms in Vietnam show that TMT trust climate is a key mediator which can convert CEO TFL into better performance outcomes. Moderated-mediation analyses further reveal that the mediating effect of TMT trust climate is more significant in less dynamic environments. Our study contributes to the TFL theory by identifying a critical mechanism that intervenes in the relationship between CEO-level TFL and firm performance. We reveal how CEOs exert leadership influence on subsequent TMT dynamics and performance outcomes by navigating external environments. Moreover, our study offers insights with regard to the trust theory by uncovering TMT-level intragroup trust as a mediator, and thus complements most of prior examinations that focus on the moderating role of trust in workplace team contexts.
“…Conversely, a number of leadership studies have examined the contextual effects of trust climate (e.g., Brahm & Kunze, 2012;Dirks & Ferrin, 2001;Simons & Peterson, 2000). However, except for a few studies (e.g., Boies et al, 2015;Braun et al, 2013), the mediating role of trust climate still receives little attention in the TFL literature, although prior research has underlined leadership's impact on climate-building (Lau & Liden, 2008) and casted leaders as Bclimate engineers^in this context (Naumann & Bennett, 2000). Our study intends to close this gap in the literature by exploring how TMT trust climate bridges CEO TFL and firm performance under dynamic environments (cf.…”
Section: Tmt Trust Climatementioning
confidence: 99%
“…Although trust in leaders has received significant attention in the leadership literature (Burke et al, 2007;Dirks & Ferrin, 2002), relatively few works have examined trust among team members or intragroup trust (Braun et al, 2013), let alone the TMT-level trust climate (Carmeli et al, 2012). Moreover, trust climate has been generally examined as a contextual variable, although it is also a key mediator of the impacts related to team or organizational leadership (Boies et al, 2015;Braun et al, 2013;Shih et al, 2012). By considering CEO leadership and firm performance as a key driver and outcome of TMT trust, respectively, our study offers a complementary view that adds value to the trust literature.…”
This study examines the role of top management team (TMT) trust climate in the relationship between CEO transformational leadership (TFL) and firm performance under dynamic environments. The research results based on a sample collected from firms in Vietnam show that TMT trust climate is a key mediator which can convert CEO TFL into better performance outcomes. Moderated-mediation analyses further reveal that the mediating effect of TMT trust climate is more significant in less dynamic environments. Our study contributes to the TFL theory by identifying a critical mechanism that intervenes in the relationship between CEO-level TFL and firm performance. We reveal how CEOs exert leadership influence on subsequent TMT dynamics and performance outcomes by navigating external environments. Moreover, our study offers insights with regard to the trust theory by uncovering TMT-level intragroup trust as a mediator, and thus complements most of prior examinations that focus on the moderating role of trust in workplace team contexts.
“…Holland, Cooper, and Sheehan (2017) confirm that trust in leadership is positively related to the leader's support and direct relationship with the subordinate. Boies, Fiset and Gill (2015) and Ruppel and Harrington (2002) confirm that the quality of communication is a critical factor for trust in the leader. Clark and Payne (2006) identify a strong relationship between perceptions of ability, integrity, fairness and openness to the other, on the part of the follower, as determining factors for the construction of relationships of trust in the leader.…”
This article aims to widen the understanding of informal coordination elements in the management of teams working in complex and unpredictable scenarios. It presents the results of a study carried out in a special operations police unit, the Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), using quantitative methods. The study analyzed the relationship between the antecedents of trust and power distance and personal and professional trust in the leader. The results confirm a direct and negative relationship between power distance and professional trust in the leader, and a direct and positive relationship with some antecedents of trust. The greater the perceptions of internal communication quality, and sharing and delegation of authority in the decision process, the greater the trust in the leader. Keywords: antecedents of trust; trust; leadership; special police units; team management.
Uma análise dos antecedentes da confiança no líder numa unidade policial de operações especiaisEste artigo se propõe a aprofundar a compreensão dos elementos de coordenação informal na gestão de equipes que atuam em cenários complexos e imprevisíveis. Apresentamos os resultados de um estudo realizado numa unidade de operações especiais de polícia, o Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), utilizando métodos quantitativos. Analisamos a relação entre os antecedentes da confiança e a dimensão distância de poder e a confiança pessoal e profissional no líder. Os resultados confirmam uma relação direta e negativa entre distância de poder e confiança profissional no líder, e uma relação direta e positiva com alguns antecedentes da confiança. Quanto maior a percepção da qualidade da comunicação interna e o compartilhamento e delegação de autoridade nos processos decisórios, maior é a confiança pessoal no líder. Palavras-chave: antecedentes da confiança; confiança; liderança; unidades policiais especiais; gestão de equipes.
Un análisis de los antecedentes de confianza en el líder en una unidad policial de operaciones especialesEste artículo se propone profundizar en la comprensión de los elementos de coordinación informal en la gestión de equipos que actúan en escenarios complejos e imprevisibles. Presentamos los resultados de un estudio realizado en una unidad de operaciones especiales de policía, el Batalhão de Operações Policiais Especiais do Rio de Janeiro (Bope/RJ), utilizando métodos cuantitativos. Analizamos la relación entre los antecedentes de la confianza y la dimensión distancia de poder y la confianza personal y profesional en el líder. Los resultados confirman una relación directa y negativa entre distancia de poder y confianza profesional en el líder, y una relación directa y positiva con algunos antecedentes de la confianza. Cuanto mayor es la percepción de la calidad de la comunicación interna y el compartir y delegación de autoridad en los procesos decisorios, mayor es la confianza personal en el líder.
“…In a laboratory experiment in which participants had to perform a brainstorming task, Jung () found that both measures of creativity (flexibility and fluency—or number of distinct ideas) were higher under the transformational leader than the transactional leader. Recently, in an experimental investigation looking at group performance and creativity, Boies, Fiset, and Gill () showed that intellectual stimulation (manipulated as a separate dimension) led to greater creativity (defined as novelty and usefulness) than did a control condition, in addition to outperforming inspirational motivation in the case of the usefulness criterion. The above arguments suggest that: Hypothesis 2 .…”
Two experiments were conducted to compare the effects of intellectual stimulation and contingent reward leadership on performance, task enjoyment, and extra effort. Participants (N 5 78 and N 5 158) viewed one of three videos and performed an in-basket exercise. Several interesting differences emerged. Across both studies, par-
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