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

Zhu, Weichu, Newman, Alexander, Miao, Qing and Hooke, Angus 2013, Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?, Leadership quarterly, vol. 24, no. 1, pp. 94-105, doi: 10.1016/j.leaqua.2012.08.004.

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Title Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?
Author(s) Zhu, Weichu
Newman, Alexander
Miao, Qing
Hooke, Angus
Journal name Leadership quarterly
Volume number 24
Issue number 1
Start page 94
End page 105
Total pages 12
Publisher Elsevier
Place of publication Amsterdam, The Netherlands
Publication date 2013-02-01
ISSN 1048-9843
1873-3409
Keyword(s) Social Sciences
Psychology, Applied
Management
Psychology
Business & Economics
Affective trust
Cognitive trust
Follower attitudes
Follower behavior
Transformational leadership
TRANSACTIONAL LEADERSHIP
EMPLOYEE PERFORMANCE
CITIZENSHIP BEHAVIOR
ORGANIZATIONAL COMMITMENT
CHARISMATIC LEADERSHIP
METAANALYTIC TEST
SOCIAL-EXCHANGE
MULTIPLE LEVELS
MODEL
Summary 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. © 2012 Elsevier Inc.
Language eng
DOI 10.1016/j.leaqua.2012.08.004
Field of Research 150310
1503 Business And Management
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2013, Elsevier
Persistent URL http://hdl.handle.net/10536/DRO/DU:30080241

Document type: Journal Article
Collection: Department of Management
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