Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?

By Weichun Zhu, Alexander Newman, Qing Miao, A. Hooke. 2013

337 citations recorded by the source corpus.

Abstract This study examines the mediating effects of cognitive and affective trust on the relationship between follower perceptions of transformational leadership behavior and their work outcomes. Using data obtained from 318 supervisor–subordinate dyads from a manufacturing organization located in mainland China, structural equation modeling results revealed that affective trust fully mediated the relationships between transformational leadership and the work outcomes of followers, including their affective organizational commitment, organizational citizenship behaviors (OCBs), and job performance. In contrast, cognitive trust negatively mediated the relationship between transformational leadership and follower job performance, and had insignificant effects on their affective organizational commitment and organizational citizenship behaviors. These findings highlight the importance of affective trust as a mechanism which translates transformational leadership into positive work outcomes for the organization.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fa4773b9c381b2e77b498d8628d5f523c5ca3504

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. B. Cooper
2. Hossein Olya
3. Usman Raja
4. G. Schwarz
5. Sen Sendjaya
6. A. Zafar
7. Qun Wang
8. D. Bouckenooghe

In Organizational Behavior and Human Resource Management

1. D. Bouckenooghe
2. Alexander Newman
3. G. Schwarz
4. B. Cooper
5. Usman Raja
6. A. Zafar
7. Rune Lines
8. Farida Saleem

Citations in the corpus

• How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “While we acknowledge the importance of the quality of social exchange between leaders and followers measured as affective trust (Zhu et al. 2013), this emphasis on trust may have obscured the consideration of other dimensions or facets that define high quality relationships between followers and lea”
• Customer engagement behavior in individualistic and collectivistic markets (2017, background): “More specifically, the examination of the relationships between forms of trust and ViU and CEB is a welcome consistent with suggestions that affective trust has more impact on CEBs than does cognitive trust (Zhu et al., 2013).”
• Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “Moreover, trust enables followers to perceive the leader’s actions as genuine (Zhu et al., 2013).”
• Transformational leadership, corporate social responsibility, organizational innovation, and organizational performance: Symmetrical and asymmetrical analytical approaches (2018, background): “, affective organizational commitment, organizational citizenship, and job performance) (Zhu et al., 2013).”
• How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, result): “To control for potential confounding effects, we included age and supervisor tenure (both measured in years) and gender (coded 1 = male, 0 = female) as controls in line with previous research (Zhu et al. 2013).”
• The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “J. Anderson, 2002) as well as elicit higher level of trust and diminish conflicts in integrated team (Zhu et al., 2013).”