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

By Jixia Yang, K. Mossholder. 2010

334 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/31961e77fbe04ad3c749fd0e1797a42ade0b871c

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Work Engagement: Antecedents, the Mediating Role of Learning Goal Orientation and Job Performance. (2011, background): “Although state trust can have multiple foci ( Yang and Mossholder, 2010”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “As with findings for job performance, Yang and Mossholder (2010) show job satisfaction as being significantly increased not by affective trust but by cognitive trust.”
The power of empowering leadership: allowing and encouraging followers to take charge of their own jobs (2019, background): “Trust in the leader refers to followers’ psychological states involving a willingness to accept their vulnerability because of the positive expectations of intentions or future behaviors of their leader (Rousseau, Sitkin, Burt, & Camerer, 1998; Yang & Mossholder, 2010).”
Affective Trust in Chinese Leaders (2014, positive): “We chose to focus on trust due to its pivotal role in explaining leadership effectiveness (Dirks & Skarlicki, 2004; Yang & Mossholder, 2010; Yang, Mossholder, & Peng, 2009).”
Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes (2012, background): “However, due to hierarchical nature of organizations, individuals are subjected to influence by leaders from different levels, and the effects of that influence might vary depending on the level from which it is exerted (Shamir 1995; Yang and Mossholder 2010).”
At What Level (and in Whom) We Trust (2012, background): “…trust in leaders increased both in-role performance and organizational citizenship behaviors (OCBs; Colquitt et al., 2007; Huang et al., 2010; Palanski & Yammarino, 2011; Yang & Mossholder, 2010 ), others found that trust in leaders increased OCB but not in-role performance (Mayer & Gavin, 2005).”
Antecedents of trust in supervisors, subordinates, and peers (2011, background): “There is some evidence to suggest that relations between trust and some workplace outcomes might differ according to the referent dyad ( Yang and Mossholder, 2010”