Leader trusting behaviours: a mixed-method approach on follower’s perceptions and reactions

Abstract

ABSTRACT Trust is an important precondition of effective collaboration between leaders and followers. However, which behaviours do followers perceive as indicators that their leader trusts them, and how do they react thereupon? Across three studies, we developed a taxonomy of perceived leader trusting behaviours and identified followers’ reactions. In Study 1, we conducted interviews with 29 employees from different organizations. Systematic content analysis revealed four categories of perceived leader trusting behaviour: reliance (e.g., delegation), disclosure (e.g., sharing personal information), acknowledgement (e.g., appreciation), and guardianship (e.g., tolerating mistakes). Moreover, followers reported mostly positive (e.g., pride, higher performance) but also some negative reactions (e.g., strain). This initial taxonomy was validated in two consecutive studies. In Study 2, we used qualitative data from 224 employees. All behaviours reported in Study 2 could be captured by the taxonomy from Study 1. In Study 3, we used quantitative data from a two-wave survey with 415 employees. Results supported the taxonomy’s discriminant validity and its predictive and incremental validity with respect to follower reactions, such as performance and trust in the leader. Together, this research contributes to the literature by introducing and validating a comprehensive taxonomy of leader trusting behaviours as perceived by followers.