Examining the effects of trust in leaders: A bases-and-foci approach

Yang, Jixia; Mossholder, Kevin W.

doi:10.1016/j.leaqua.2009.10.004

Cited by 226 publications

(226 citation statements)

References 77 publications

(101 reference statements)

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“…However, the overall results for in-role performance have been weak and inconsistent (cf. Dirks & Ferrin, 2002;Mayer & Gavin, 2005;Palanski & Yammarino, 2011;Yang & Mossholder, 2010).…”

Section: Trust In Leaders At the Individual Levelmentioning

confidence: 99%

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

Fulmer

2015

AMPROC

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Existing organizational research has demonstrated that team members' trust in leaders is positively related to a team's bottom-line outcomes. However, little is known about how collective trust in leaders develops among team members. To address this gap, the present study examines the effects of multiple emergent processes on the extent to which team members exhibit consensus in trust in their leader. In particular, it was proposed that the most important factors for the emergence, and the degree of consensus, of collective trust in leaders should have the same referent target as the collective construct (i.e., the leader) and concern behaviors that involve interactions between the leader and team members. Thus, the leader behavior and interactions variables of showing concern, leading by example, and monitoring were expected to exert stronger influence on the consensus in trust in leaders than leader attributes (ability and integrity) and team factors (open communication and demographic diversity). Further, the degree of consensus in trust in leaders was predicted to have both an independent and interaction effect with the mean level of trust in leaders in influencing team performance and voice behavior. Three waves of survey data were collected from teams with new leadership in a large academic military institution. Data from 719 team members from 105 teams were used to test these predictions by analyzing consensus concurrently and changes in consensus over time.The results generally supported the relative importance of leader showing concern and leading by example on the degree of consensus in trust in leaders in the concurrent model. For changes in consensus, leading by example was particularly important. In addition, while consensus was not independently related to the team performance and voice behaviors, it interacted with the mean level in influencing the outcomes in both the concurrent and change models. Taken together, the findings suggest that some leader behaviors are important for the development of collective trust or consensus in trust in leaders, and further suggest that consensus can act as a boundary condition for the effect of the mean level of trust in leaders on team outcomes. By focusing on the consensus in trust in leaders, this research begins to shed light on how consensus in trust develops among team members with respect to their leader and has implications for understanding trust, leadership, and emergence.

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“…However, the overall results for in-role performance have been weak and inconsistent (cf. Dirks & Ferrin, 2002;Mayer & Gavin, 2005;Palanski & Yammarino, 2011;Yang & Mossholder, 2010).…”

Section: Trust In Leaders At the Individual Levelmentioning

confidence: 99%

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

Fulmer

2015

AMPROC

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“…Two important aspects of job attitudes are organizational commitment and job satisfaction (Yang & Mossholder, 2010;Chang et al, 2010). Job satisfaction and organizational commitment are positively related (Boles et al, 2007).…”

Section: Job Attitudesmentioning

confidence: 99%

The Effects of Organizational Cynicism on Job Attitudes an Empirical Study on Teaching Hospitals in Egypt

Nafei¹

2013

IBR

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The present study examines the effects of organizational cynicism on two dimensions of job attitudes (organizational commitment and job satisfaction). Over the years, much work has been done by researchers who focused on organizational commitment and job satisfaction. Drawing on the literature review, there are some studies regarding organizational cynicism. In Egypt, limited research has been conducted, but the present study attempts to find out whether there is a relationship between organizational cynicism and job attitudes. Teaching Hospitals in Egypt were our subject matter from 2012/9 through 2013/2, to be a pioneering study on organizational cynicism and its effect on job attitudes. This survey-type research is descriptive in terms of the data collection. The present study investigates the attitudes of employees in regards to organizational cynicism, organizational commitment, and job satisfaction. Ultimately, it elucidates the effect of organizational cynicism on job attitudes. Three groups of employees at Teaching Hospitals in Egypt were examined. Three hundred and fifty seven questionnaires were distributed and 297 usable questionnaires were returned, a response rate of 83%. The results reveal that there are differences among the three groups of employees based upon their evaluative attitudes towards organizational cynicism, organizational commitment and job satisfaction. The present study provides a number of recommendations for managers and practitioners to consider. Finally, the implications of this study are discussed.

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“…If employees trust the organization, they share their concerns without hesitation (Nikalaou, Vakola, & Bourantas, 2011). In addition, trust in organization will affect self-efficacy and confident of employees (Yang & Mossholder, 2010). Employees with higher level of self-efficacy will share their concerns to make difference in their organization and employees who trust in their organization are feel more confident with the outcomes of their behavior and reactions of the organization.…”

Section: Literature Organizational Trustmentioning

confidence: 99%

Impact of Organizational Trust on Whistle-Blowing Intentions at Malaysian Enforcement Agency

2017

International Journal of Research in Business Studies and Manag

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The current study investigated the relationship between organizational trust and whistle-blowing intentions at Malaysian Enforcement Agency. For further analysis, a sample of 346 employees working at Malaysian Enforcement Agency was selected using proportionate stratified random sampling method. For measurement, this study has adopted by Bews (1999) for organizational trust and adopted by Park (2009) for whistle-blowing intentions. To show the relationship between organizational trust and whistle-blowing intentions, this study using factor analysis and correlation analysis. The data analysis indicated that the organizational trust has positive impact on whistle-blowing intentions. The results also showed that organizational trust has significant and positive impact on the dimension of whistle-blowing intentions (internal whistle-blowing and external whistle-blowing).

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Examining the effects of trust in leaders: A bases-and-foci approach

Cited by 226 publications

References 77 publications

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

The Effects of Organizational Cynicism on Job Attitudes an Empirical Study on Teaching Hospitals in Egypt

Impact of Organizational Trust on Whistle-Blowing Intentions at Malaysian Enforcement Agency

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