Is trust in leadership a mediator between transformational leadership and in-role performance among small-scale factory workers?

Abstract

Globalization and the transformation of the organizational scene are increasing the pressure and threshold for employees to constantly perform maximum output. As such, the measure of success for many organizations is determined by their productivity level. Therefore, we believe that the leadership style adopted by the leader and the level of trust subordinates have in such a leader may be salient in determining the level of in-role performance of the subordinates in question. This study therefore tries to shed light on this issue by testing the hypotheses that transformational leadership and trust in leadership would significantly predict inrole performance, and that trust in leadership would further mediate the relationship between transformational leadership and in-role performance. A sample of 170 factory workers (subordinates) and 6 supervisors participated in the study. The subordinates completed measures of transformational leadership and trust in leadership while that of in-role performance of these subordinates was based on the ratings of their immediate supervisors. The results of the Hierarchical Multiple Regression showed that only transformational leadership positively predicted in-role performance, whereas trust in leadership failed to predict or even mediate this relationship. The study discussed the implications of the findings, limitations, and suggestions for prospective research.

RETRACTED: Leadership Variables and Business Performance: Mediating and Interaction Effects

“…Trust benefits performance particularly under vision-based leadership (Arnold, Barling, & Kelloway, 2001; Y.-F. Yang, 2014), but whether trust actually mediates the performance-enhancing effect of visionary leadership still needs clarifying. Some researchers (Casimir, Waldman, Bartram, & Yang, 2006; Y.-F. Yang, 2014) provide supportive evidence, whereas others report that trust does not mediate individual performance beyond the effects of transformational leadership itself (Ugwu, Enwereuzor, & Orji, 2016). Trust also plays a crucial performance-enhancing role under organic or shared leadership (Drescher et al, 2014), including as a mediator of job satisfaction (Jain, 2016).…”

Is It True That Transformational Leadership Style Can Shape Employees Motivation and Performance?

“…Soane et al (2015) suggest that the transformational leadership style has a positive impact on employees performance. This statement is similar to Ugwu et al (2016), that transformational leadership provides positive predictions in role performance. Transformational leadership has a significant influence on work motivation, and work motivation has a positive effect on employees performance (Syaifuddin, 2016).…”

Vertical Trust Within Organizations and Performance: A Systematic Review

“…However, some studies also found non-significant effects (e.g., Atuahene-Gima & Li, 2002;Ugwu et al, 2016). Specific sample characteristics (such as a non-Western cultural setting) may explain the non-significant effect on the relationship (Ugwu et al, 2016).…”

“…However, some studies also found non-significant effects (e.g., Atuahene-Gima & Li, 2002;Ugwu et al, 2016). Specific sample characteristics (such as a non-Western cultural setting) may explain the non-significant effect on the relationship (Ugwu et al, 2016). It has been argued that in some non-Western cultures extrinsic motivators (e.g., good pay, retirement benefits) could play a more significant role in motivating employees than trust in the leader alone (Ugwu et al, 2016).…”

“…Specific sample characteristics (such as a non-Western cultural setting) may explain the non-significant effect on the relationship (Ugwu et al, 2016). It has been argued that in some non-Western cultures extrinsic motivators (e.g., good pay, retirement benefits) could play a more significant role in motivating employees than trust in the leader alone (Ugwu et al, 2016). Nevertheless, the authors of these studies also noted that this question calls for further clarification.…”