Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.

By J. Schaubroeck, Simon S. K. Lam, A. Peng. Journal of Applied Psychology, 2011

911 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4e2b89ae1a046d08976b12ba3c786e95d7acaa91

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Citations in the corpus

Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014, background): “feel secure and capable of changing their behavior in response to shifting organizational challenges. Schein (1993) later argued that psychological safety helps people overcome the defensiveness, or learning anxiety, that occurs when they are presented with data that contradict their expectations or”
Servant Leadership: A systematic review and call for future research (2019, background): “Individual Affect-based trust Team performance Schaubroeck et al. (2011)”
The Relationship Between Members' Trust and Participation in the Governance of Cooperatives: The Role of Organizational Commitment (2012, background): “The decision to grant trust depends on processes which may be both conscious and cognitive or emotional and affective (Hansen and Morrow 2003; McAllister 1995; Schaubroeck et al. 2011).”
Trust Development in Swift Starting Action Teams (2012, background): “Research has found that leaders often have a significant influence on trust in organizational settings (e.g., Lau & Liden, 2008; Schaubroeck et al., 2011).”
How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, background): “…given its focus on follower development and empowerment, there is growing evidence that it is conceptually distinct and has incremental predictive validity (Ehrhart 2004; Liden et al. 2008; Parolini et al. 2009; Peterson et al. 2012; Reed 2015; Schaubroeck et al. 2011; Schneider and George 2011).”
Optimizing team conflict dynamics for high performance teamwork (2017, background): “We emphasize psychological safety because it focuses specifically on the extent to which the team is safe for interpersonal risk taking (Edmondson, 1999) and it correlates highly with trust (Schaubroeck et al., 2011).”
When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team (2016, background): “Employees are likely to have greater affect-based trust in their leaders who display servant-oriented behavior (e.g. an emphasis on serving others and teamwork, building a sense of community and sharing power; Schaubroeck et al., 2011), and who convey care and consideration (Zhu and Akhtar, 2014).”
Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “In addition, our findings support previous evidence for the positive influence of teampsychological safety on teamperformance (e.g., Schaubroeck et al., 2011).”
Servant leadership and team performance: The mediating role of knowledge-sharing climate (2015, background): “In line with this, Ardakani (2012) reported a positive relationship between organizational justice and knowledge-sharing intention in a company, and Schaubroeck, Lam, and Peng (2011) showed that servant leadership positively influences team performance via the mediators of cognition- and…”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Particularly, the leaders’ ability to create and enhance employees’ trust may improve organizational performance [39,43,138].”