The Structutal Relationship among Authentic Leadership, Trust in Supervisor, Innovative Behavior and Organizational Citizenship Behavior

min, Park jung; Ko, Seon Hee

doi:10.17485/ijst/2016/v9i26/97264

Cited by 1 publication

(2 citation statements)

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“…Many practitioners and scholars, especially since the late 1950s, have looked for the consequences a healthy level of trust brings to intra-organization relationships. They found that trust influences different aspect of business, such as managerial and organizational effectiveness [1,2,3], team performance [4,5], job satisfaction [3,6,7], the commitment-withdrawal relationship [8,9], organizational citizenship behavior [10,11], problem-solving [12], innovative behavior [10], cooperation [9,13], employee involvement [3], creativity [5], and many others.…”

Section: Introductionmentioning

confidence: 99%

“…On the other hand, there are factors/determinants that influence trust like authentic leadership [10], CEO (Chief Executive Officer) relational leadership [14], leader action and practices (transformational leadership, transactional leadership, perceived organizational support [15], participative decision-making, unmet expectations, justice etc. ), follower attributes (propensity to trust), relationship attributes (length of relationship) [16], managerial trustworthy behavior [17] and the quality and quantity of information [3].…”

Section: Introductionmentioning

confidence: 99%

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Factors of Trust in Immediate Leaders: An Empirical Study in Police Service Environment

Tomaževič

Aristovnik

2019

IJERPH

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The study has two objectives—first, to examine the dimensionality of police service employees’ job satisfaction and their assessment of the enablers from the Common Assessment Framework, analyzing these facets at different organizational levels, and second, to identify the impact of selected facets of job satisfaction on trust in one’s immediate leader. The study is based on a comprehensive on-line questionnaire where 1209 responses from police service employees were acquired, and for the data analysis, factor analysis was first used to formulate the factors of job satisfaction facets and of the Common Assessment Framework enablers. Second, structural equation modelling was performed to identify the correlations of the studied variables. The Common Assessment Framework enabler Strategy/Leadership was significantly correlated with the enabler Processes and had an indirect impact on Trust through direct impacts on Leadership style in the organizational unit and Autonomy/Tasks. Both of the latter determinants had a significant influence on Trust in one’s immediate leader. The confirmed the impact of determinants from different hierarchical levels indicates the importance of efforts by managers at all organizational levels should the police management intend to achieve and maintain high levels of trust in one’s immediate leader in police service work environment.

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