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Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?
journal contributionposted on 2013-02-01, 00:00 authored by W Zhu, Alexander NewmanAlexander Newman, Q Miao, A Hooke
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.
Pagination94 - 105
LocationAmsterdam, The Netherlands
Publication classificationC1.1 Refereed article in a scholarly journal; C Journal article
Copyright notice2013, Elsevier
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Social SciencesPsychology, AppliedManagementPsychologyBusiness & EconomicsAffective trustCognitive trustFollower attitudesFollower behaviorTransformational leadershipTRANSACTIONAL LEADERSHIPEMPLOYEE PERFORMANCECITIZENSHIP BEHAVIORCHARISMATIC LEADERSHIPINTERPERSONAL-TRUSTMETAANALYTIC TESTMULTIPLE LEVELSEMPOWERMENTORIENTATION