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Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?
journal contribution
posted on 2013-02-01, 00:00 authored by W Zhu, Alexander Newman, Q Miao, A HookeThis 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.
History
Journal
Leadership quarterlyVolume
24Issue
1Pagination
94 - 105Publisher
ElsevierLocation
Amsterdam, The NetherlandsPublisher DOI
ISSN
1048-9843eISSN
1873-3409Language
engPublication classification
C1.1 Refereed article in a scholarly journal; C Journal articleCopyright notice
2013, ElsevierUsage metrics
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No categories selectedKeywords
Social SciencesPsychology, AppliedManagementPsychologyBusiness & EconomicsAffective trustCognitive trustFollower attitudesFollower behaviorTransformational leadershipTRANSACTIONAL LEADERSHIPEMPLOYEE PERFORMANCECITIZENSHIP BEHAVIORCHARISMATIC LEADERSHIPINTERPERSONAL-TRUSTMETAANALYTIC TESTMULTIPLE LEVELSEMPOWERMENTORIENTATION
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