Positive Organizational Scholarship and Trust in Leaders

Mishra, Karen E.; Mishra, Aneil K.

doi:10.1093/oxfordhb/9780199734610.013.0034

Cited by 20 publications

(25 citation statements)

References 29 publications

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“…Leader's trustworthiness was also included for control as trust is related to leaders' humility (Mishra and Mishra 2012;Owens and Hekman 2012;Van Dierendonck 2011) and leadership effectiveness (Caldwell et al 2010;Crossley et al 2013;Dirks and Skarlicki 2004). A single item ("Is a person that one can trust"; Rego and Cunha 2008) was used to measure trustworthiness, a procedure that, although not ideal, has been used successfully in organizational research (Crossley et al 2013).…”

Section: Methodsmentioning

confidence: 99%

“…Humble leaders are therefore more likely to face problems head-on rather than "slipping into denial" (Vera and Rodriguez-Lopez 2004, p. 405). Social exchange theory further suggests that humble leaders are better at developing strong social bonds with team members (Davis et al 2013;LaBouff et al 2012;Morris et al 2005;Owens et al 2013), which the team reciprocates with higher levels of performance and commitment (De Jong and Elfring 2010;Dirks and Ferrin 2002;Dirks and Skarlicki 2004;Leroy et al 2012;Mishra and Mishra 2012;Podsakoff et al 2012). It is thus plausible that leaders with greater humility enhance their followers' and teams' performanceeffects that are potentially perceived by the team leader's supervisor.…”

Section: Perceived Impact Of Leaders' Humility On Team Effectivenessmentioning

confidence: 99%

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The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

2016

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We assess the perceived impact of leaders humility (both self and other-reported) on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninetysix leaders (plus 307 subordinates, 96 supervisors, and 656 peers of those leaders) participate in the study. The findings suggest that humility in leaders (as reported by others/peers) is indirectly (i.e., through balanced processing) related to leaders' perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports (rather than self-reports) to measure humility, and suggests including humility into the authentic leadership research agenda.Keywords: balanced processing, leader humility, leader' perceived impact on team effectiveness. * We are very grateful to both reviewers for their helpful comments and recommendations.

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Section: Methodsmentioning

confidence: 99%

Section: Perceived Impact Of Leaders' Humility On Team Effectivenessmentioning

confidence: 99%

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

2016

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“…Scholars have suggested that placing trust in employees is a signal to them that they are valued (Pfeffer, 1998)-a key to employee empowerment and engagement (Kahn, 1990;Mishra & Mishra, 2012) and a foundational element of high-involvement workplaces (Lawler, 1992). In support of such arguments, three different empirical studies have linked feeling trusted to increased levels of job performance (Brower, Lester, Korsgaard, & Dineen, 2009;Deutsch Salamon & Robinson, 2008;Lau, Lam, & Wen, 2014).…”

Section: Uneasy Lies the Head That Bears The Trust: The Effects Of Fementioning

confidence: 99%

“…Regardless of these operational differences, feeling trusted has been viewed solely as having a positive relationship with job performance in empirical studies (Brower et al, 2009;Deutsch Salamon & Robinson, 2008;Lau et al, 2014) and conceptual discussions (Lawler, 1992;Mishra & Mishra, 2012;Pfeffer, 1998). A more complex-and more mixed-picture emerges when feeling trusted is viewed through a stress lens.…”

Section: Theory Developmentmentioning

confidence: 99%

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Uneasy Lies the Head that Bears the Trust: The Effects of Feeling Trusted on Emotional Exhaustion

Baer

Dhensa-Kahlon

Colquitt³

et al. 2015

AMJ

168

182

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The construct of feeling trusted reflects the perception that another party is willing to accept vulnerability to one's actions. Although the construct has received far less attention than trusting, the consensus is that believing their supervisors trust them has benefits for employees' job performance. Our study challenges that consensus by arguing that feeling trusted can be exhausting for employees. Drawing on conservation of resources theory (Hobfoll, 2001), we develop a model where feeling trusted fills an employee with pride-a benefit for exhaustion and performance-while also increasing perceived workload and concerns about reputation maintenance-burdens for exhaustion and performance. We tested our model in a field study using a sample of public transit bus drivers in the London, England. Our results suggest that feeling trusted is a doubleedged sword for job performance, bringing with it both benefits and burdens. Given that recommendations for managers generally encourage placing trust in employees, these results have important practical implications.

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

Zigarmi

Nimon

Conley

2018

New Horizons in Adult Education and Human Resource Development

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Trust, in all its forms, is frequently at the top of the list when experts write about healthy organizational environments. When studying the concept of trust, however, researchers often do not use quantitative approaches that take into account the complex relationships between multiple sets of variables, thereby not fully exploring the underlying structure of the phenomena they are investigating. The seven variables used in this study are; affect‐ and cognition‐based trust in one’s leader, and five employee work intentions namely, intent to remain in the organization, intent to endorse the organization and its leadership, intent to use discretionary effort, intent to perform at a higher than average level, and intent to be an organizational citizen. This study uses the responses from 1,850 participants to examine the multiple relationships between two forms of trust in one’s leader and five forms of employee work intentions. After conducting a canonical correlation analysis (CCA), the data results showed two canonical functions: (a) affect trust‐based perspectives and (b)` cognition trust‐based perspectives account for between 35% and 85% of the explained variance for work intentions measured.

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Positive Organizational Scholarship and Trust in Leaders

Cited by 20 publications

References 29 publications

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

The Perceived Impact of Leaders’ Humility on Team Effectiveness: an Empirical Study

Uneasy Lies the Head that Bears the Trust: The Effects of Feeling Trusted on Emotional Exhaustion

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

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