Employee Affect- and Cognition-Based Trust in Their Leader and the Implications for Employee Work Intentions: A Canonical Correlation Study

Zigarmi, Drea; Nimon, Kim; Conley, David T.

doi:10.1002/nha3.20221

Cited by 3 publications

(4 citation statements)

References 53 publications

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“…Affect-based trust (ABT) : A five-item scale of McAllister (1995) was used to measure employees’ ABT. This scale has been validated by Adeel et al (2018) and Zigarmi et al (2018) in the Asian context. This study noted its reliability as 0.81 which is above the standard value of 0.70 (Hair et al , 2010).…”

Section: Methodsmentioning

confidence: 99%

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Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Islam

Chaudhary

Jamil

et al. 2021

GKMC

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Purpose Creativity has become essential for organizations to remain competitive. Therefore, this paper aims to investigate the intervening role of knowledge sharing between affect-based trust and employee creativity. The study further investigates perceived organizational support as a conditional factor on the association between affect-based trust and employee creativity. Design/methodology/approach The study tackled the issue of common method variance by collecting data in dyads. Specifically, the study collected data from 368 employees and their supervisors working in various organizations in Pakistan through Google Forms in two waves. In the first wave, employees were approached on a convenience basis, whereas, in the second wave, data from their supervisors were collected. Findings Structural equation modeling was applied to test hypotheses. The study noted knowledge sharing as a mediator between affect-based trust and employee creativity. The study also noted that individuals with high perceptions of organizational support are more likely to strengthen the association between affect-based trust and knowledge sharing. Practical implications This study suggests management work on their employees’ affect-based trust-building. Employees who have relationships based on affect-based trust feel safe and are less afraid of being criticized for sharing their ideas and thoughts. This positively contributes to developing a cooperative environment which becomes the base for employee creativity. Originality/value Past studies have examined the association between general trust and employee creativity. To this backdrop, this study highlighted the importance of affect-based trust toward employee creativity. More specifically, drawing upon social exchange, this study is the first of its kind that examined the mediating role of knowledge sharing between affect-based trust and employee creativity, where perceived organizational support is examined as a conditional variable between affect-based trust and knowledge sharing.

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Section: Methodsmentioning

confidence: 99%

“…ABT is essential to determine behavioral consequences (Zigarmi et al , 2018). ABT built on emotional connections among individuals that are the indication of consideration and care, as well as believe in the intrinsic value and reciprocity of those relations (Kaufman, 2019; Washington, 2013).…”

Section: Introductionmentioning

confidence: 99%

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Islam

Chaudhary

Jamil

et al. 2021

GKMC

View full text Add to dashboard Cite

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“…The three negatively worded items hostile, nervous, and afraid of the I‐PANAS‐SF (Thompson, 2007) were used as marker variable for the CMV assessment as they have been successfully used in several studies (Kim et al, 2015; Shuck et al, 2017; Zigarmi et al, 2018). The items were anchored on a five‐point Likert‐type scale ranging from 1 (“never”) to 5 (“always”).…”

Section: Methodsmentioning

confidence: 99%

Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement

Fulmore

Mull

et al. 2022

Human Resource Dev Quarterly

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Employee engagement has been researched extensively in the management and human resource development (HRD) literature. However, the relationship between employee perceptions of HRD practices, engagement, and turnover intentions has not been sufficiently studied. In response, this two‐study research examined the extent to which employees' perceived support for participation in HRD practices (PSHRD), engagement, and turnover intent were associated with each other in the service sector. Two samples (nStudy 1 = 490 and nStudy 2 = 511) of U.S. service sector employees were used. Using structural equation modeling, the results of both studies confirmed the theorized partially mediated model. Study 2 expanded on the initial model by adding the moderating variable positive reciprocity beliefs between PSHRD and emotional engagement, which has not yet been empirically tested. However, the moderator was found to be statistically insignificant. Implications for HRD theory, practice, and future research are discussed.

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“…Schaubroeck et al (2011) reported independent effects stemming from employee affect-based and cognitionbased trust in leader and team potency and team psychological safety, respectively. Zigarmi et al (2018) revealed that affective and cognitive trust-based canonical functions accounted for 35% and 85% of the explained variance in work intentions, respectively. By extension, while controlling for gender, organization tenure, and organization level, we propose that employee perceptions of: Hypothesis 4d.…”

Section: Trust and Intentionsmentioning

confidence: 99%

Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions

Egan,

Zigarmi

2023

Administrative Sciences

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This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented.

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Employee Affect- and Cognition-Based Trust in Their Leader and the Implications for Employee Work Intentions: A Canonical Correlation Study

Cited by 3 publications

References 53 publications

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement

Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions

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