Trusting and being trusted

Abstract

PurposeAlthough trust is considered a dyadic and bidirectional phenomenon, the majority of trust research has not considered it as such. The purpose of this paper is to contribute to closing this research gap by analyzing the influence of supervisor’s propensity to trust on salesperson trust in supervisor, considering the mediating role of servant leadership (SL). Additionally, the authors delve into the relationship between trust in supervisor and salesperson turnover by examining the moderating effect of perceived ethical climate (EC).Design/methodology/approachInformation was provided by 145 salesperson–supervisor dyads from 145 companies across various industries. SEM and PROCESS procedures were used to test the proposed hypotheses.FindingsThe results indicate that a supervisor’s disposition to trust is positively related to employee trust in the leader via its impact on perceived SL behaviors. However and contrary to the expectations, supervisor’s propensity to trust is found to have a direct negative impact on trust in the supervisor, suggesting the presence of additional mediating variables. Finally, the trust dimension of EC moderates the negative influence of trust on salesperson turnover intentions.Research limitations/implicationsThe findings highlight the practical benefits of fostering trust in the workplace and confirm the significant role of trust in the identification of servant leaders. In addition, the study shows that a supervisor’s disposition to trust can have a relevant effect on salesperson’s turnover intentions. Moreover, the results demonstrate the beneficial role of an ethical work climate.Originality/valueThis study offers insight into how to improve the retention of efficient employees and the role of trust, analyzed at a dyadic level, in this process. In addition, the findings suggest why servant leaders adopt this leadership style.