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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 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.

History

Journal

Leadership quarterly

Volume

24

Issue

1

Pagination

94 - 105

Publisher

Elsevier

Location

Amsterdam, The Netherlands

ISSN

1048-9843

eISSN

1873-3409

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal; C Journal article

Copyright notice

2013, Elsevier