Trust In Leader Research Articles

Trust in leadership and perceptions of justice in fostering employee commitment.

In a period of uncertainty, trust in leadership and perceptions of fairness have emerged as pivotal factors for fostering employee identification and affective commitment. Drawing from authentic leadership theory, this leadership style is identified as a crucial antecedent of affective commitment, examining the mediating role of distributive justice and the moderating role of interactional justice. A quantitative approach was employed, utilizing data from 302 questionnaires completed by Spanish retail workers. For data analysis, SPSS v.25 was used to generate descriptive statistics, while partial least squares structural equation modeling was applied to test the proposed hypotheses. Our findings revealed that authentic leadership is positively associated with the development of affective commitment, with distributive justice acting as a mediating factor between the two. Furthermore, interactional justice negatively moderates the relationship between distributive justice and affective commitment. Contrary to initial expectations, the second moderation, between authentic leadership and affective commitment, was not found to be significant. The research concludes by discussing the practical implications of the results.

Leadership, Social Capital and Village Finance: Development Capital For Village Sustainability

This research aims to capture the combination of leadership, social capital, and village finance in realizing rural sustainable development. Field research seeks to understand social reality by the actual circumstances that exist and occur in a particular area. Researchers obtain scans of social reality through a qualitative research approach. Researchers in this context use qualitative research with an emphasis on case studies. The research used participant observation techniques, in-depth interviews, and field documentation. The results show that the village's financial capacity is an essential element. However, more importantly, the legitimacy and trust of the community in the leadership of the village head can establish communication in campaigning for village environmental conservation with a sustainable development orientation. The village head presents himself as a protector through humanist communication interactions with all elements in the village environment. The legitimacy of power and trust in the formal village leader leads to the belief of the community to take part in village development.

The effect of trust and social pressure on member commitment in agricultural cooperatives – Evidence from China

AbstractMember commitment has an impact on the viability and success of cooperatives. While there are studies on member engagement in European and American cooperatives, empirical research on member commitment in Chinese agricultural cooperatives is rare. Using a sample of 391 farmer cooperative members in China, this study investigates the factors associated with member commitment, particularly whether trust in the cooperative leadership and social pressure at village level affect member commitment. In addition, the study explores the pathway how trust and social pressure affect member commitment by employing structural equation modelling. Our results show that both trust and social pressure are positively associated with the three components of member commitment – affective commitment, continuance commitment and normative commitment – in a direct way. Furthermore, trust in the leadership impacts affective commitment indirectly via the mediation of member participation. These findings can be used by cooperative leaders, policy makers and rural administrators to strengthen member commitment and thereby the economic viability of agricultural cooperatives and the communities in which they are embedded.

Problems of legal regulation of bilateral investment agreements in the economic community of west african states (ECOWAS)

In the context of Russia’s implementation of a renewed foreign policy, in which new legal concepts like friendly and unfriendly states have emerged, special emphasis has been placed on the development of relations with African countries. Despite active attempts by Western countries to influence our country’s relations with African partners, most countries on the continent have not changed their attitude towards Russia and continue to show considerable interest in strengthening bilateral relations, including in the area of investment with Russia. The outcome of the 2019 Russia–Africa summit showed a high level of trust and expectations of African leaders from Russia. These circumstances should give a significant impetus to the active development by of the Russian Federation of equitable and effective trade relations with African countries, which is impossible without a detailed analysis of the legal framework of the ECOWAS states governing foreign investment.

Perceptions of psychosocial safety behaviour (PSB): Qualitative insights on workplace psychosocial safety perceptions & actions within a policing context

Recent behaviour-based approaches to workplace safety have articulated the need to operationalise psychosocial safety behaviour (PSB) as a unique construct within the safety behaviour literature. Research has yet to operationalise PSB according to context-specific psychosocial hazards, nor to identify the individual, interpersonal and systemic enablers and barriers to PSB performance. The present study addresses this gap by identifying the day-to-day psychosocial safety-focused actions and perceptions of psychosocial hazards within a cohort of road policing officers. Semi-structured interviews were conducted in a sample of frontline officers, supervisors, and peer support officers to operationalise context-specific psychosocial safety behaviours. Officer attitudes, control and normative beliefs associated with psychosocial safety behaviour domains were examined according to Ajzen’s (1991) Theory of Planned Behaviour. While examples of both compliance and participatory safety behaviours were cited across all work roles, PSB enactment was more likely characterised as participatory and interpersonally driven in nature. Participant responses consistently referenced the intergenerational effects of PSB role modelling and positive supervisor attitudes towards mental health on PSB awareness and enactment. Positive attitudes towards mental health, perceptions of behavioural control and trust in leadership were nominated as salient factors influencing PSB enactment. The findings of our study extend the existing nomological network of PSB by considering the influences of socio- cognitive and workplace systems influences on psychosocial safety enactment.

Trust as a driver of teacher well-being during the COVID-19 pandemic

Introduction: This study examines the impact of organisational trust on teachers’ well-being during virtual teaching throughout the COVID-19 pandemic in Uruguay (N = 351; 270 women, 81 men) using the Job Demands-Resources model for understanding. Method: This study was conducted by means of a Structural Equation Model. Results: The results show that trust in leaders and colleagues positively influences perceived personal resources and teachers’ engagement. Trust in leaders is positively related to organisational resources. Engagement is negatively linked to sleep problems, while high job demands are associated with more technostress, affecting teachers’ sleep problems. Conclusions: The importance of organisational trust in times of change is highlighted, emphasising its role in promoting positive psychological states and facilitating the use of resources to improve teachers’ well-being. The influence of trust on well-being is not direct but mediated by a series of variables.

The Practice and Relationship of Servant Leadership and Trainers’ Performance: The Mediating Role of Trust in Leaders in Public Technique and Vocational Education Training Colleges of Amhara Region, Ethiopia

The Practice and Relationship of Servant Leadership and Trainers’ Performance: The Mediating Role of Trust in Leaders in Public Technique and Vocational Education Training Colleges of Amhara Region, Ethiopia

Servant Leadership on Work Engagement: Mediating Job Satisfaction and Trust in Leader

The banking industry is currently one of the most competitive industries. For this reason, a leadership style is needed that can increase employee engagement to achieve better company performance. The aim of this research is to ascertain the impact of servant leadership workers' job satisfaction and trust in their leaders as mediating variables. It is conducted at government-owned banks, namely, Bank BNI, Bank BRI, Bank BTN, and Bank Mandiri. Purposive sampling was the technique employed in this study, and the sample consisted of 273 individuals who worked for government-owned banks. This study employed structural equation modeling (SEM) with AMOS software as a data analysis technique. The study's findings demonstrate that: servant leadership influences job satisfaction significantly; job satisfaction influences work engagement significantly; Trust in Leader significantly influences work engagement; job satisfaction mediates the relationship between servant leadership and work engagement; and Trust in Leader mediates the relationship between servant leadership and work engagement. There is one rejected hypothesis, namely, that employee engagement at work is not significantly impacted by servant leadership.

공공기관의 거래적 리더십이 구성원 대인 일탈행동에 미치는 영향 : 조직공정성과 상사 신뢰의 조절된 매개효과

공공기관의 거래적 리더십이 구성원 대인 일탈행동에 미치는 영향 : 조직공정성과 상사 신뢰의 조절된 매개효과

Knowledge-Oriented Leadership and Tacit and Explicit Knowledge-Sharing Behaviors: A Moderated Mediation Model of Emotional Intelligence and Self-Efficacy

Purpose - Drawing from social cognitive theory, the present study examines the impact of knowledge-oriented leadership on knowledge sharing behaviors (tacit and explicit). Moreover, this study examines the intervening effect of self-efficacy between the relationship of knowledge-oriented leadership and knowledge sharing behaviors (tacit and explicit). Furthermore, this study investigates the moderating role of emotional intelligence between the relationship of knowledge-oriented leadership and self-efficacy. Study Design/Methodology/Approach - Two hundred and ninety-five permanent employees of service sector organizations (i.e., banking, telecommunication, and media) voluntarily participated in a data collection survey which was conducted using a three-week temporal separation method. Data was analyzed using statistical software, i.e., SPSS and Smart-PLS to assess the reliability and validity of the constructs and test the direct, indirect, moderation, and moderated mediation relationships of the variables. Findings - The findings showed that knowledge-oriented leadership strongly predicts tacit and explicit knowledge-sharing behaviors, and self-efficacy mediated this relationship. Moreover, results support the moderation of emotional intelligence between knowledge-oriented leadership and self-efficacy. Research Limitations- To bring a deeper understanding of how organizational and personal factors influence the knowledge-sharing behaviors of the employees, future research should investigate the potential mediating mechanisms, i.e., trust in leadership and learning goal orientation and the moderating role of psychosocial safety climate using the specific leadership style, i.e., adaptive, and humble leadership. Originality/Novelty- The findings of this study suggest that organizations focus on the enhancement of knowledge-related skills of the management which encourages the subordinates for higher self-efficacy regarding the sharing of tacit and explicit knowledge. Moreover, this study highlighted the importance of emotional intelligence for the enhancement of self-efficacy; also, emotional intelligence indirectly helps individuals demonstrate knowledge-sharing behaviors (tacit and explicit).

Ethical Leadership and Creativity Among Employees: Does Leadership Trust and Organizational Climate Matter?

Purpose: Leaders encourage employee innovation for organizational effectiveness, but the perception of ethical leadership and factors like trust and organizational climate can influence this dynamic. This study assessed leadership trust and organizational climate as explanatory factors influencing the association between ethical leadership and creativity.Design: Responses were sought from 354 employees from a multinational organization in manufacturing in Ghana. The respondents completed questionnaires that measured ethical leadership, employee trust in leadership, organizational climate, and creativity.Findings: The findings using the PROCESS macro indicated a positive relationship between ethical leadership and creativity. The influence of ethical leadership on creativity was confirmed to be moderated by organizational climate and partially mediated by employees’ trust in leadership. The findings clearly highlight the eminence of leadership trust and organizational climate in explaining ethical leadership's impact on employees' creativity. Practical Implications: The study implies that organizations aiming to enhance creativity and effectiveness should promote ethical leadership while considering the influence of trust and the overall work environment. This study is the first of its kind to assess the underlying mechanisms of leadership trust and organizational climate in explaining the linkage between ethical leadership and employee creativity.

Розвиток соціально-психологічних методів управління персоналом в умовах воєнного стану

Personnel management is an activity that creates many new challenges for managers who implement it at the enterprise. Today, one of these challenges is personnel management under martial law. In the con-ditions of martial law, a person's mental state is especially vulnerable, which is accompanied by a change in behavior, a low level of information perception, and an aggressive attitude towards others. All these negative processes are formed under the influence of stress in which people are, in particular, employees in organizations under martial law. People perceive and experience stress in different ways, some gradually adapt to the new reality, recover, and some in response to stressful circumstances and events feel uplifted and want to move forward against everything. In the conditions of martial law, the mental health of em-ployees is a factor that significantly affects labor productivity. Therefore, there is a need for the manager to use social and psychological methods at all levels and stages of management. This will contribute to the formation of a highly qualified and effective team, each member of which will realize their potential at the highest level, as a result of which the efficiency of the enterprise will increase. Social-psychological meth-ods appeal to the management of relationships. The main specificity of such methods is the use of informal factors, interests of the group, collective. At the same time, the competently implemented socio-psychological influence of the manager will form the employee's psychological resources for long-term successful activity. The main feature of psychological methods is the appeal to the inner world of a person, his personality, intelligence, feelings, images and behavior in order to direct the inner potential of a person to the solution of specific tasks of the enterprise. A review of literary sources and own research allow us to state that the formation of an effective labor team in the conditions of martial law directly depends on the identification, formation and development of psychological resources among employees. Despite the diffi-cult operating conditions of domestic enterprises, the proposed directions for the formation of psychologi-cal resources and well-argued evidence of the effectiveness of socio-psychological personnel management methods in the conditions of martial law should comprehensively solve the problem of reducing labor productivity, namely, from reducing organizational stress to improving the company's reputation, increas-ing trust in leadership and team cohesion.

Drivers of Well-Being and Burnout in Anesthesiology Residents.

With more than 50% of anesthesiology residents reporting burnout, many residency programs have begun creating wellness programs to address burnout and promote well-being. However, to date, many wellness initiatives have focused on individual strategies rather than systems approaches to improve the learning environment. Individual-focused interventions in the absence of systematic efforts can lead to resentment, resistance, and worsening burnout and precipitate a loss of trust in leadership and the organization. Here, we describe a process to engage anesthesiology residents, who are key stakeholders, by exploring their perspectives on burnout and well-being to better inform systematic interventions to improve the clinical work and learning environments. We conducted semistructured interviews with second- and third-year clinical anesthesia residents at the University of California, San Francisco, using the areas of worklife model as sensitizing concepts. We conducted a thematic analysis on transcribed interviews grounded in constructivist orientation. We identified the following 3 major categories of themes based on interviews with 10 residents: (1) definition of well-being, (2) challenges to well-being, and (3) strategies for coping with challenges and burnout. Challenges described by anesthesiology residents align with the areas of the worklife model, with the coronavirus disease 2019 pandemic precipitating additional threats in the domains of workload and community. Anesthesiology residents' definition of well-being includes both individual (resilience) and systemic (meaning in work, job autonomy, and control) factors, reaffirming that positive work and learning environments are critical to professional well-being.

The Concept of Public Trust-Based Leadership – An Outline

Abstract Objective The issue of trust in leading public organisations continues to inspire growing confidence among management researchers and practitioners. The characteristics and organisational behaviour of leaders are analysed from various angles. The subject of the research is one of the newer approaches, namely trustbased leadership (TBL). The aim of this paper is to identify characteristics and the roles of public trust-based leadership (PTBL). This is the type of leadership that most fully incorporates trust as the basis of organisational behaviour in vertical and horizontal relationships and consequently as organisational cooperation. Methodology The primary methods used in this article are a critical review of research on organisational trust, leadership and public trust contained in the academic literature and in surveys of trust in leadership conducted in recent years by consultancies and made available on line. Findings The study confirmed that an inalienable role of leaders is to shape their own organisational credibility in both internal and external relations. Achieving a high level of this credibility allows to earn trust. Value Added Demonstrating that a key differentiator of the trust-based leadership concept is that TBL is centring trust-based relationships throughout the entire organisation. Recommendations Further research on trust-based public leadership should support its presence in contemporary organisations.

Vaccine Nationalism Counterintuitively Erodes Public Trust in Leaders

Global access to resources like vaccines is key for containing the spread of infectious diseases. However, wealthy countries often pursue nationalistic policies, stockpiling doses rather than redistributing them globally. One possible motivation behind vaccine nationalism is a belief among policymakers that citizens will mistrust leaders who prioritize global needs over domestic protection. In seven experiments (total N = 4,215 adults), we demonstrate that such concerns are misplaced: Nationally representative samples across multiple countries with large vaccine surpluses (Australia, Canada, United Kingdom, and United States) trusted redistributive leaders more than nationalistic leaders—even the more nationalistic participants. This preference generalized across different diseases and manifested in both self-reported and behavioral measures of trust. Professional civil servants, however, had the opposite intuition and predicted higher trust in nationalistic leaders, and a nonexpert sample also failed to predict higher trust in redistributive leaders. We discuss how policymakers’ inaccurate intuitions might originate from overestimating others’ self-interest.

How the little tough man ruled the giants in the Turkish Basketball League

Learning outcomes After reading and analysing the case study, the students would be able to distinguish the leadership styles based on leaders’ traits and behaviours, argue the importance of trust in leader–follower relationships thanks to the real-life examples presented and defend their side on the debate of whether leadership is born or made with the related theories and examples. Case overview/synopsis The teams coached by the successful Turkish basketball coach, Çetin Yılmaz, had reached the finals of the Turkish Basketball League six times and became champions three times. He assumed the coaching position of the Tuborg basketball team in December 2005. Although Tuborg’s Turkey branch made a serious financial investment in basketball, they were at the bottom of the league in the middle of the season. When Yılmaz took over the coaching position, the Tuborg basketball team’s main objective was not to be relegated from the top league in the 2005–2006 season. The team, working very hard, overcame the fear of relegation in two months but still had a very symbolic goal in front of it: winning the most prestigious game of the season by defeating the Karşıyaka team. However, in the last minutes of the game, with the influence of passionate Karşıkaya fans, the Tuborg team got scared and lost the game. At the end of the match, the club president entered the locker room and started shouting at the players, forcing the coach to face a severe dilemma. Either he would remain silent and risk damaging his leading position in the eyes of the players, or he would risk being fired by going against the president, even though he thought the president was right in what he said. Complexity academic level The target audience of this case study is undergraduate students. The field of study is sports management, leadership and coaching. This case study can be used in management, organizational behaviour and sports management courses while covering leadership and coaching topics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.

Differences in the Preferred Trustworthiness Between High-level and Low-Level Leaders

Drawing upon implicit leadership theories (ILTs), this research argues that the trustworthiness factors of leaders perceived by subordinates may vary with hierarchical levels of leaders. Based on this argument, a scenario simulation study (220 participants), an experimental study (562 participants), and an empirical survey (193 samples) were conducted. The findings show that subordinates are more concerned with the emotional stability, extraversion, agreeableness, and benevolence-related trustworthiness factors of low-level leaders and with the ability-related trustworthiness of high-level leaders; and leaders’ integrity is the most crucial factor in trustworthiness for upward trust, while there were no obvious significant differences among different leader levels. This study contributes to the literature on trust in leadership and various ILTs and has human resource management implications.

Inclusive leadership and team climate: the role of team power distance and trust in leadership

PurposeThe purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate.Design/methodology/approachA quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses.FindingsThe results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate.Research limitations/implicationsThis study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context.Practical implicationsThe paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation.Originality/valueThe main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.

Burnout, Moral Distress, and Compassion Fatigue as Correlates of Posttraumatic Stress Symptoms in Clinical and Nonclinical Healthcare Workers

Goal: Research has highlighted psychological distress resulting from the COVID-19 pandemic on healthcare workers (HCWs), including the development of posttraumatic stress symptoms (PTSS). However, the degree to which these conditions have endured beyond the pandemic and the extent to which they affect the entire healthcare team, including both clinical and nonclinical workers, remain unknown. This study aims to identify correlates of PTSS in the entire healthcare workforce with the goal of providing evidence to support the development of trauma-informed leadership strategies. Methods: Data were collected from June to July 2022 using a cross-sectional anonymous survey in a large academic medical center setting. A total of 6,466 clinical and nonclinical employees completed the survey (27.3% response rate). Cases with at least one missing variable were omitted, for a total sample size of 4,806, the evaluation of which enabled us to understand individual, organizational, and work-related and nonwork-related stressors associated with PTSS. Data were analyzed using ordinal logistic regression and dominance analyses to identify predictors of PTSS specific to clinical and nonclinical workers. Principal Findings: While previous studies have shown that HCWs in different job roles experience unique stressors, our data indicate that the top correlates of PTSS among both clinical and nonclinical HCWs are the same: burnout, moral distress, and compassion fatigue. These three factors alone explained 45% and 44.4% of the variance in PTSS in clinical and nonclinical workers, respectively. PTSS was also associated with a lower sense of recognition and feeling mistreated by other employees at work in the clinical workforce. Concerningly, women and sexual minorities in the clinical sample exhibited a higher incidence of PTSS. In nonclinical workers, social isolation or loneliness and lower trust and confidence in senior leadership were associated with PTSS. Nonwork-related factors, such as exhaustion from caregiving responsibilities and financial strain, were also significantly associated with PTSS. Even after controlling for discrimination at and outside of work in both samples, we found that non-White populations were more likely to experience PTSS, highlighting a deeply concerning issue in the healthcare workforce. Practical Applications: The primary objective of this article is to help healthcare leaders understand the correlates of PTSS across the entire healthcare team as organizations recover from the COVID-19 pandemic. Understanding which factors are associated with PTSS will help healthcare leaders develop best practices that aim to reduce HCW distress and strategies to circumvent trauma derived from future crises. Our data indicate that leaders must address the correlates of PTSS in the workforce, focusing attention on both those who work on the frontlines and those who work behind the scenes. We urge leaders to adopt a trauma-informed leadership approach to ensure that the entire healthcare workforce is recognized, supported, and cared for as each HCW plays a unique role in the care of patients.

Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions

This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented.