Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness

Abstract

Using a sample of 411 members and their respective leaders from 72 Taiwanese corporate teams, we conducted a cross-level study and found that 1) teammates' shared work values were positively related to team member performance and satisfaction with cooperation; 2) trustworthiness, or how a member was trusted by his or her teammates, mediated the relationship between shared work values and team member performance; and 3) trustfulness, or how a member trusted his or her teammates, mediated the relationship between shared work values and satisfaction with cooperation. Results provided support for the shared mental model theory and the directional nature of interpersonal trust.

Work values and work engagement within teams: The mediating role of need satisfaction.

“…Second, when assessing applicants, interviewers account for the fit between the applicants' work values and the values predominant in the work environment (Parsons, Cable, & Wilkerson, 1999). Third, as evidenced by several meta-analyses (Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005;Kristof-Brown et al, 2005) (CannonBowers & Salas, 2001;Chou et al, 2008). We propose that when team members share intrinsic, relative to extrinsic, work values, it enables them similarly to interpret the work environment as promoting personal growth and development, which, in turn, may result in increased levels of work engagement.…”

“…Values form the core concept across the social sciences (Rokeach, 1973 (Chou, Wang, Wang, Huang, & Cheng, 2008). Unlike most previous studies, the current study aims to investigate the effects of team-level, rather than individual-level, work values.…”

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“…However, the leadership style and its impact on the group-decision making mechanisms could hinder the process because it could influence group choices in trust and reciprocity making (Song, 2006). Shared work values have been shown to be positively related to interpersonal trust, with the latter mediating the positive relationship between shared values and team member effectiveness (Chou, Wang, Wang, Huang & Cheng, 2008). The dynamics of the present context, however, seem to result in so-called consensus on a centralised leadership style without being conducive to the development of trust and effective performance.…”

“…Racial and language differences, with their concomitant tensions, stereotypes, perceived threats and issues of belonging, impacted negatively on the communication necessary to develop trust which, in turn, enables people to work together. Working in teams allows for more effective reaction to change and complexity, thus making this more suitable in the contemporary organisational climate, which requires greater flexibility (Chou et al 2008). However, a lack of trust and effective communication characterised the relationship between the management team and staff and explained why teamwork was not always successful despite the support voiced in this regard.…”

Exploration of Engineering Students’ Values with Respect to Behaviors in Group Work

“…(p. 45). In an international study, Chou et al (Chou, Wang, Wang, Huang, & Cheng, 2008) found that shared work values increased interpersonal trust among work team members and increased team member performance. In addition, the authors found that "higher levels of interpersonal trust…leads to better team members' work quality and efficiency in the workplace" (p. 1735).…”