Engendering trust in manager‐subordinate relationships

Connell, Julia; Ferres, Natalie; Travaglione, Antonio

doi:10.1108/00483480310488342

Cited by 135 publications

(102 citation statements)

References 64 publications

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“…Trust is important for individual well-being (Solomon and Flores, 2001), organisational performance (Connell et al, 2003;Jones and George, 1998;McAllister, 1995;Whitener et al, 1998;Wicks and Berman, 2004;Wicks et al, 1999) and socio-economic development of the country (Fukuyama, 1995;Putnam, 1993;Uslaner, 2002). From an organisational perspective, trust is critical for minimizing uncertainty, risks and operating costs, enhancing employees' commitment and productivity, facilitating organisational learning, knowledge sharing and creation, organisational innovativeness and innovation (Chung and Jackson, 2011;Ellonen et al, 2008;Perry, 2004;Tschannen-Moran, 2001;Zanini, 2007).…”

Section: Introductionmentioning

confidence: 99%

The Mediating Role of Leadership Relationship in Building Organisational Trust on Ethical Culture of an Organisation

Pučėtaitė¹,

Novelskaitė²,

Markūnaitė³

2015

Economics &Amp; Sociology

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The aim of this paper is to study the effect of leadership relationship on the interplay between ethical culture of an organisation and organisational trust, in particular, its affective and cognitive components in public and private sector organisations in Lithuania. The empirical data were collected with an electronic and paper survey using a standardised questionnaire in 2013-2014 (n=1070, seven private organisations, npr=313 and one public organisation, npub=757). A series of linear regression analysis established a mediating effect of leadership relationship on the interplay between ethical culture of an organisation and organisational trust in private organisations, without significant difference on its affective and cognitive components.

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Section: Introductionmentioning

confidence: 99%

The Mediating Role of Leadership Relationship in Building Organisational Trust on Ethical Culture of an Organisation

Pučėtaitė¹,

Novelskaitė²,

Markūnaitė³

2015

Economics &Amp; Sociology

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“…Recent research has further supported that increased trust in supervisors is negatively related to employee turnover intention. (e.g., Brashear et al, 2003;Connell, Ferres, & Travaglione, 2003;Mulki, Jaramillo, & Locander, 2006). Based on the above discussion, we propose that:…”

Section: Mediating Role Of Trust On Conflict Management Styles (Cms)mentioning

confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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“…Trust is an acknowledged factor for well-being [52], and generally described as the 'willingness to be vulnerable' [53]. It also shares many of the character traits emerging in this discussion such as integrity, co mpetence, consistent behaviour, loyalty and openness [54].…”

Section: Trust and Commi Tmentmentioning

confidence: 99%

Thriving in the Challenge of Geographical Dislocation: A Case Study of Elite Australian Footballers

Harris

Myhill

Walker³

2013

SPORTS

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Young adult athletes are often required to relocate as part of their career progression. The transition between their 'old' and 'new' lives can have a positive or negative effect on their future career. The purpose of this study was to identify the processes and characteristics of thriv ing in periods of geographical d islocation; particularly the move away fro m the 'familiar' to the 'unfamiliar'. A partially mixed, sequential design was employed, in itially to identify the indiv idualities of a group of 24 elite athletes. Despite their ho mogeneity on a range of instruments, the outcome variations were not adequately explained. Subsequently, the particular characteristics and processes that contribute to thriving were examined through a sequence of semi-structured interviews, and analysis. The responses that led to positive outcomes (thriving), in co mparison to less positive (surviving), or even negative (languishing) outcomes are identified and discussed. The findings inform the need for a mo re nuanced and detailed cyclic, rather than linear, approach to the t ransition and any associated intervention strategies. Further research is needed to examine this new approach to managing transitions with different groups of participants and in other dislocating and transitional contexts.

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Engendering trust in manager‐subordinate relationships

Cited by 135 publications

References 64 publications

The Mediating Role of Leadership Relationship in Building Organisational Trust on Ethical Culture of an Organisation

The Mediating Role of Leadership Relationship in Building Organisational Trust on Ethical Culture of an Organisation

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Thriving in the Challenge of Geographical Dislocation: A Case Study of Elite Australian Footballers

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