The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust Miao, Qing, Newman, Alexander and Huang, Xu 2014, The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust, International journal of human resource management, vol. 25, no. 20, pp. 2796-2810, doi: 10.1080/09585192.2014.934890. Attached Files Name Description MIMEType Size Downloads Title The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust Author(s) Miao, Qing Newman, Alexander orcid.org/0000-0003-1170-8947 Huang, Xu Journal name International journal of human resource management Volume number 25 Issue number 20 Start page 2796 End page 2810 Total pages 15 Publisher Taylor & Francis Place of publication London, Eng. Publication date 2014 ISSN 0958-5192 1466-4399 Keyword(s) Social Sciences Management Business & Economics affective trust cognitive trust participative leadership social exchange work outcomes TRANSACTIONAL LEADERSHIP EMPLOYEE PERFORMANCE SOCIAL-EXCHANGE MODEL COMMITMENT CHINA CONSTRUCTION JUSTICE STYLE Summary This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time. © 2014 © 2014 Taylor & Francis. Language eng DOI 10.1080/09585192.2014.934890 Field of Research 150303 Corporate Governance and Stakeholder Engagement 1503 Business And Management 1505 Marketing Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services HERDC Research category C1.1 Refereed article in a scholarly journal ERA Research output type C Journal article Copyright notice ©2014, Taylor & Francis Persistent URL http://hdl.handle.net/10536/DRO/DU:30080236 Document type: Journal Article Collection: Department of Management Related Links Link Description Connect to published version Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Mon, 14 Dec 2015, 10:30:50 EST Tue, 15 Dec 2015, 04:00:57 EST Tue, 15 Dec 2015, 07:20:15 EST Wed, 16 Dec 2015, 05:12:22 EST Fri, 22 Jan 2016, 13:33:53 EST Fri, 22 Jan 2016, 13:36:22 EST Wed, 27 Jan 2016, 11:25:18 EST Wed, 10 Feb 2016, 10:43:07 EST Wed, 17 Aug 2016, 08:18:45 EST Wed, 07 Sep 2016, 10:56:07 EST Tue, 06 Feb 2018, 09:07:04 EST Tue, 06 Feb 2018, 09:07:49 EST Filtered Full Citation counts:   Cited 5 times in TR Web of Science Cited 6 times in Scopus Search Google Scholar Access Statistics: 343 Abstract Views, 17 File Downloads  -  Detailed Statistics Created: Mon, 14 Dec 2015, 10:30:50 EST

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