Trust In Leader Research Articles

Inspiring Employee Engagement in Remote Work: The Influence of Leadership Communication and Trust in Leadership

ABSTRACT Remote work has become increasingly prevalent, yet more research is needed to examine the impact of effective leadership communication on employee outcomes in remote work environments. The purpose of this study is to investigate the influence of leadership communication on establishing trust with remote employees and its subsequent impact on employee engagement in remote work. A quantitative survey research design was employed, involving 527 full-time remote employees in the United States. Structural equation modeling (SEM) was used to test the proposed conceptual models. The results indicate that transparent leadership communication and the effective use of communication channels positively affect the perceived quality of leader-member conversations among remote employees, with transparent communication exhibiting a stronger influence. Furthermore, high-quality conversations helped remote employees view their leaders as competent in facilitating remote work, fostering trust and a strong relationship. Ultimately, this relationship led to increased employee engagement in remote work. This study contributes to the existing knowledge on leadership communication and its impact on employee engagement, with a specific focus on the remote work context. The findings provide valuable insights for corporate leaders and communication professionals on cultivating trust in leadership and enhancing remote employee engagement through effective leadership communication.

Why Are There More Atheists in the Muslim World?

Why Are There More Atheists in the Muslim World? For many years, Muslim countries were outside the secularization trend experienced in different parts of the world. This situation seems to have changed in recent years. Surveys in many Muslim countries show that Muslim societies are rapidly moving away from religion, trust in religious leaders and Islamist parties is declining, and fewer people want religion to have an impact on politics. Yet, it seems that none of the explanations provided by secularization literature, such as revised modernization theory or religious markets theory, can help us adequately understand the decline in religiosity in Muslim countries. I claim that there could be a relationship between people's well-being and religiosity and argue that governments' declining economic performance can explain the recent developments taking place in Muslim countries. Various authors have already shown that politics can influence religion just as religion and religiosity influence politics. With this study, I tried to provide details about conditions under which politics can affect religion and religiosity in Muslim countries. Considering that religion affects every part of Muslims' lives, results from this study may give us an idea about the future of politics in the Muslim world.

Scoping review of countries’ practices missed by health emergency preparedness and response quantitative tools: COVID-19 and Ebola response experiences

IntroductionAfter the COVID-19 pandemic and previous disease outbreaks, it is critical to continuously examine the preparedness measurement tools and level of country preparedness for future health emergencies. Existing preparedness quantitative...

A leader I can(not) trust: understanding the path from epistemic trust to political leader choices via dogmatism.

There is growing concern about the impact of declining political trust on democracies. Psychological research has introduced the concept of epistemic (mis)trust as a stable disposition acquired through development, which may influence our sociopolitical engagement. Given trust's prominence in current politics, we examined the relationship between epistemic trust and people's choices of (un)trustworthy political leaders. In two representative samples in the UK and US (N=1096), we tested whether epistemic trust predicts political leader choices through three political dimensions: dogmatism, political trust, and ideology. Although epistemic trust did not directly predict choices of political leaders, it predicted dogmatism and political ideology, which in turn predicted choices of political leaders. A network analysis revealed that epistemic trust and political dimensions only interact through their common connection with dogmatism. These findings suggest that cognitive and affective development may underlie an individual's political ideology and associated beliefs.

Trust in leader and positive employee outcomes: To transform or to serve in cross-cultural leadership

Considering the potential impacts of context-specific value systems in individuals’ perceptions of phenomena, this study seeks to investigate whether and how cultural differences could influence the effectiveness of leadership styles in establishing trust and positive employee outcomes (PEOs) as well as the relationships between such outcomes based on the GLOBE project. The sample consisted of 1647 valid responses from 128 independent hotels’ employees in four countries from two GLOBE clusters (Anglo and South Asia). Multilevel structural equation modelling has been used for the analysis. Significant but different relationships were found between Servant Leadership and Transformational Leadership with Trust, and PEOs in the two clusters, which could be potentially attributed to societal and contextual factors as a deeper layer mechanism. Our findings have significant implications for both academics and hotel managers in terms of the critical role of alignment between context-specific contingencies and the selected leadership style in establishing trust and PEOs.

Participative Leadership VS Servant Leadership on Innovative Work Behavior: Role of Psychological Empowerment as Mediator

The role of psychological empowerment has not been thoroughly elucidated in previous researchers. Therefore, this study aims to examine the influence of participative and servant leadership on IWB and the role of psychological empowerment as a mediator. This study used a quantitative method with an SEM-PLS design on 155 respondents from the batik handicraft industry in Central Java, Indonesia. This finding supports the idea that participative and servant leadership, as well as psychological empowerment, are important for promoting innovation. However, psychological empowerment only strengthens the influence of servant leadership because direct participation in decision-making is already able to trigger employee initiative without the need for increased empowerment first. Servant leaders act as good mentors when organizational members experience difficulties at work, get the freedom to complete difficult tasks, are valued, trusted, and have high trust in leaders related to the principles of work ethics for the progress of the company.

Birds of a Feather Flock Together: Organizational Nepotism and Cronyism in Nordic Banks

In today’s competitive business landscape, banks are under scrutiny for practices like nepotism and cronyism, which skew fairness in employment processes. Such favoritism, manifesting through preferential hiring, compensation, and promotions, presents obstacles for merit-based recognition and advancement. This study investigates how these practices influence recruitment within Nordic banks, utilizing 34 semi-structured interviews from Denmark and Iceland to assess their prevalence and impact. By adopting a qualitative approach, the research aims to shed light on the nuanced effects of nepotism and cronyism on organizational culture and employee morale. Despite the perceived short-term advantages for businesses and selected employees, the study uncovers adverse outcomes, such as lower morale, job satisfaction, and trust in leadership, alongside a heightened propensity among employees to leave their jobs. These revelations offer critical insights for both scholars and practitioners in the banking sector, highlighting the need for strategies to mitigate the negative aspects of such favoritism in recruitment.

Enabling efficient patient discharge with a mindset, toolset, and skillset framework.

33 Background: Timely access to care for patients coming through the emergency center can be achieved by efficiently discharging patients. When continued bed growth is not sustainable, improvements in team-based approaches to discharges are necessary and require a multi-pronged approach. Our institution embarked on a process improvement effort anchored on completing 1 out of 2 patients discharged by 12PM. We hypothesize that a discharge before noon will assist with getting our next patient to a bed by 2PM. We conducted a pilot on our Stem Cell Transplant units to test and enable our case for change allowing for scale and spread to other units. Methods: Our multi-pronged framework was focused on mindset, toolset, and skillset. As our first step, executive leadership set direction to achieve a shift in mindset by socializing the case for change using a hospital throughput framework including a 9-12-2 branding. A discharge launchpad [toolset] was established to define expectations of discharge tasks including accountability within a 2-day window of medical readiness for discharge. This served as the tool aligning various teams to a date for task completion. Lastly, we evaluated skillset and defined best practices for the unit RN role and APP, along with others, which included empowering various roles to discharge patients. Results: For discharges during the baseline period of 12/1/2022 - 11/30/2023 from the Stem Cell Transplant service, the percent of discharge orders in by 9AM was 10.3% and discharges completed by 12PM was 12.2%. The pilot period month of April 2024 resulted in a month close performance of 52.5% for orders in by 9AM and 55.4% of patients discharged by 12PM. The average time spent by Stem Cell patients boarding in our emergency center during the baseline period was 6 hours and 34 minutes with a reduction to 2 hours and 23 minutes in April 2024. There were no Stem Cell beds added during the pilot period compared to baseline. The period of 12/1/2023 – 3/31/2024 was excluded to limit any improving data from the Hawthorne effect since throughput socialization began during those months. Conclusions: We met the goal within one month with plans underway to assess sustainability for implementation readiness for scale and spread to other units. Early efforts made to scale this model within the institution confirm the multi-pronged model approach is necessary. Additionally, we believe that a frontline leadership model would contribute best to implementation success. Missing any component of the multi-pronged approach or team member, such as the APP role without the RN role, will not yield the ultimate result of discharging patients by noon. This change requires a coordinated, team-based approach. The new institutional governance structure for hospital throughput, including academic and operational departments, and a logistics center in the future may contribute to building trust in leadership’s commitment to improving patient care.

Leading with Trust: Strategies for Cultivating Authentic Connections that Last

Abstract: This article discusses research-backed strategies for leaders to authentically generate and maintain organizational trust. It explores how trust is defined as the willingness to ascribe good intentions to others and have confidence in their words and actions. Studies show trust in leadership positively correlates with important work outcomes like job satisfaction, commitment, and performance. The article outlines approaches leaders can take to build trust, including demonstrating competence through expertise and reliability, communicating openly and honestly while sharing both positive and negative information, displaying care and concern for employees, distributing appropriate authority and decision-making, and rewarding risk-taking and accepting failures. When leaders employ these trust-building behaviors consistently, it empowers employees to contribute at higher levels. In turn, organizations benefit from increased motivation, innovation and resilience among intrinsically aligned teams.

Will trust move mountains? Fostering radical ideas in public organizations

Abstract Demands for greater quality of public services and enhanced efficiency have intensified changes in public organizations. Not surprisingly, these organizations are increasingly searching for new and useful ideas, including disruptive ones, to meet current demands. Whereas previous studies on team radical creativity (TRC) have focused on the influence that subordinates’ trust in the supervisor has on this type of creativity, this work innovates by testing the leader’s trust in the team as an antecedent. Drawing on Self-Determination Theory, we further add to knowledge by considering the mediating role of team-perceived organizational support for creativity and the moderating role of team collaborative climate (TCC). The research model was tested with a sample of 228 teams from public organizations with data collected from two sources at three moments in time. We found that the leader’s trust in the team has a direct positive relationship with TRC and an indirect positive relationship with creativity via team-perceived organizational support. We also observed that TCC positively moderates the relationship between the leader’s trust in the team and TRC. These results deliver meaningful theoretical and practical insights into how organizations, especially public ones, can improve team creativity and thus enhance organizational performance.

Do organizations based in Poland need identity leadership? Polish adaptation of the short and full form of identity leadership inventory

PurposeThe study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.Design/methodology/approachThe sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.FindingsThe results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.Originality/valueDespite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

Empirical Study on the Relationship between Leader–Member Exchange, Employee Trust, and Team Knowledge Sharing

Knowledge sharing is influenced not only by the attributes of the knowledge itself and the hierarchical differences among knowledge holders but also by micro-level factors such as interpersonal communication and psychological dynamics. As the demands of the new economic environment evolve, the role of knowledge sharing among team members in knowledge management has become increasingly critical. A growing body of research emphasizes the importance of sharing knowledge resources as a means of gaining strategic advantages in enterprises. Previous studies have shown that leadership behavior plays a crucial role in fostering knowledge sharing among team members. However, there is limited research on the specific pathways and mechanisms through which leadership behavior influences knowledge sharing. Additionally, existing research lacks a comprehensive examination of the structure and measurement methods of leader–member exchange (LMX), as well as its impact on employee work outcomes. This study addresses this gap by examining trust relationships through the lenses of social identity and emotional interaction, with trust serving as a mediating variable to explore the impact of leader–subordinate interactions on knowledge sharing behavior. Drawing on the relevant literature, the study focuses on 358 employees, investigating the relationship between LMX as the independent variable, team knowledge sharing as the dependent variable, and employee trust as the mediating factor. The research findings are as follows: (1) The quality of the LMX relationship significantly influences employees’ team knowledge sharing; higher-quality LMX relationships are associated with increased knowledge sharing among subordinates. (2) Employee trust in both leaders and colleagues has a substantial impact on team knowledge sharing, with higher levels of trust positively affecting knowledge sharing behaviors. (3) Employee trust serves as a mediating factor in the relationship between LMX and team knowledge sharing. This study delves into the dynamics between LMX, team knowledge sharing, and trust, providing practical recommendations for strengthening these relationships.

Stigma of Women Leadership: The Impact on Trust and Leader Effectiveness

Stigma consciousness is crucial for influencing the effectiveness of female leaders, particularly in transformational leadership. Despite the increasing representation of women in the workplace, they still face significant challenges in reaching the highest organizational positions. This study explores how stigma consciousness moderates the impact of women’s transformational leadership on trust and leader effectiveness, while trust in leaders mediates these relationships. The research model in this study was analyzed using the Structural Equation Model (SEM) and the AMOS 28 software. This approach allows researchers to look at multiple complex relationships at the same time and combines regression and factor analysis to obtain a full picture of how variables interact with each other. We assessed the descriptive statistics and psychometric properties of the measurement scales using SPSS 28. Data were collected from 200 team members and subordinates of female leaders at various organizations in Indonesia. The results indicate that although women’s transformational leadership significantly enhances trust in leaders and leader effectiveness, this impact is moderated by stigma consciousness levels. High stigma consciousness weakens the positive effect of women’s transformational leadership on trust in leaders, thus reducing leadership effectiveness. Conversely, lower levels of stigma consciousness reinforce this positive effect. This finding highlight stigma consciousness as a barrier to women leaders’ trust and an obstacle to achieving leadership effectiveness. Reducing stigma consciousness is essential for the effective acceptance and recognition of women’s leadership. An inclusive, supportive environment free from stigma enables women to lead more effectively and gain greater team trust.

To lead or not to lead? A cultural examination of leadership in independent hotels

PurposeThis study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader, commitment, employee voice and empowerment in independent hotels across two contrasting Global Leadership and Organizational Behaviour Effectiveness (GLOBE) clusters: Germanic and Middle-Eastern clusters. It examines how national culture influences these relationships in the hospitality industry.Design/methodology/approachData were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball sampling techniques. Hypotheses were tested using two-stage structural equation modelling.FindingsEthical leadership significantly affects employee voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic leadership positively influences employee voice in Qatar, Turkey and Germany but does not significantly impact trust in leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power distance, in shaping these relationships.Originality/valueThis research contributes to the literature by investigating the effects of ethical and authentic leadership on key organisational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organisational relationships.

Health Care Workers’ Trust in Leadership: Why It Matters and How Leaders Can Build It

Rebuilding patient trust in the US health care system has received considerable attention recently, but there has been little focus on health care workers' (HCWs) trust in the leaders of health care delivery organizations. This study explores (1) the professional impact on HCWs of trusting the leaders of the organizations where they work and (2) the leadership actions that build HCWs' trust. The authors examined these questions using a survey that was crowdsourced to 353 HCWs through social media posts and e-mails from national health organizations. For each open-ended question, qualitative codes were identified, iteratively finalized, and applied to each response. Descriptive statistics were used to analyze the closed-ended questions and examine how often each qualitative code was raised. One in five (20.2%) HCWs trusted leadership "very much," more than a third (36.9%) trusted "somewhat," and 42.9% had lower levels of trust. Almost all (97.7%) reported that the degree of trust they had in their organization's leadership affected them professionally. Among HCWs who trusted their organization's leadership, the most common impact was feeling professional satisfaction, followed by providing higher-quality work. HCWs described three main ways health care organization leaders earned their trust: communicating effectively (being transparent and soliciting HCWs' input), treating HCWs well (with respect and kindness and providing good compensation), and prioritizing patient care. The findings suggest health care organizations would benefit from leaders seeking to earn HCWs' trust. With trust in leadership, HCWs report higher work quality and greater professional satisfaction.

Differentiated Empowering Leadership and Interpersonal Counterproductive Work Behaviors: A Chained Mediation Model.

Through an empirical analysis of paired sample data from 308 employees in China, this study examines the chain-mediated effects of trust in leaders and defensive silence on the relationship between differentiated empowering leadership and interpersonal counterproductive work behaviors. The study finds that differentiated empowering leadership does not directly influence employees' interpersonal counterproductive work behaviors. Additionally, it finds that trust in leaders and defensive silence each serve as mediators in the relationship between differentiated empowering leadership and interpersonal counterproductive work behaviors, forming a chained mediation effect. This study is the first empirical research to explore the impact mechanism of differentiated empowering leadership using a chained mediation model. The findings contribute to a deeper understanding of how and why differentiated empowering leadership affects employees' attitudes, such as trust in leaders, and behaviors, such as interpersonal counterproductive work behaviors.

Digitalisation of the religious domain, trust in spiritual leaders and attitude towards religious organizations in the post-pandemic context: a youth perspective

Digitalisation of the religious domain, trust in spiritual leaders and attitude towards religious organizations in the post-pandemic context: a youth perspective

Catalyzing Green Work Engagement in Hotel Businesses: Leveraging Artificial Intelligence

This study explores green work engagement in response to the global demand for sustainability in businesses and the shift toward green-oriented agendas. Specifically, this study aims to examine how green work engagement (GWE) is affected by artificial intelligence awareness (AIA) through job stress (JS) as a mediator. It also explores the moderating roles of technological self-efficacy (TSE) in the AIA→JS relationship and trust in leadership (TIL) in the GWE→JS relationship. A PLS-SEM analysis was conducted on 392 valid replies from full-time employees of five-star hotels in Egypt using WarpPLS 7.0. The findings indicated that artificial intelligence awareness (AIA) negatively affects employees’ green work engagement (GWE) and positively affects job stress (JS). In addition, GWE is negatively affected by JS. Moreover, TSE negatively moderates the AIA→JS relationship, while TIL negatively moderates the JS→GWE relationship. The study also found a significant mediating effect of JS on the AIA→GWE relationship. The study enhances research on AIA’s impact on JS and GWE, addressing a gap in existing empirical studies on the relationship between these elements in hotels. Overall, the study of green work engagement has the potential to be a valuable contribution to the growing field of sustainable business practices.

A nexus among high performance work systems, employee engagement, perspective-taking, trust in leader and organisational innovation: an insight from developing country

PurposeThe purpose of this research is to examine the relationship between high- performance work systems (HPWS) and organisational innovation in hospital settings, examining the role of employee engagement as a mediator in this relationship. Additionally, the study aims to investigate the moderating role of perspective-taking between HPWS and employee engagement as well as the moderating effect of trust in leader on the connection between employee engagement and organisational innovation.Design/methodology/approachA quantitative-deductive causal method, along with a cross-sectional approach, was utilized. Structural equation modelling was applied to analyse data from a sample of 530 doctors employed in hospitals, practicing human resources management in the public and private sectors of Sindh province, Pakistan.FindingsThe findings show positive effects of HPWS on employee engagement and organisational innovation. Additionally, employee’s engagement partially mediates the relationship between HPWS and organisational innovation, while the moderating role of perspective-taking significantly influences the link between HPWS and employee engagement.Originality/valueWhile HPWS are recognized for enhancing organisational innovation, this study confirms their positive effects on individual and organisational outcomes, particularly within the healthcare sector in Pakistan. This study suggests that when HPWS are effectively perceived and implemented, these integrated practices can be beneficial for both employees and organizations, even in challenging situations.

Impacts of climate for change, process of change and openness towards change on employees’ readiness to transform conventional banking into Islamic banking system in Libya

Purpose This study aims to investigate the determinants of employees’ readiness to adapt to the change from the conventional banking system to the Islamic banking system in Libya. The determinants identified by this research include supervisors’ support, trust in leadership, participatory management, employees’ involvement in the change, the attitude of top management towards the change, openness towards the change and nature of change. Design/methodology/approach The study adopted a quantitative approach by using a self-administered questionnaire survey where a total of 482 sets of questionnaires were distributed manually of which 316 completed questionnaires were found to be usable. The structural equation modelling techniques were used to test and validate the proposed model. Findings Statistically, the study found that supervisor support, employees’ involvement in the change process and openness towards change showed significant relationships on employees’ readiness to perform their jobs in Libyan banks where the conventional financial system had been changed to the Islamic banking system. However, on the contrary, trust in leadership, participatory management and the attitude of top management towards the change process were found to have no significant relationship towards employees’ readiness. In addition, a significant moderation effect of the nature of change has been found on the relationship between openness to change and employees’ readiness for change. Practical implications Determinants of employees’ readiness for the transformation process identified in the present study can be used in assessing the employees’ readiness before implementing any change. In fact, openness and willingness towards change were found to be significant factors in employees’ readiness in the transformation process. Therefore, banks can use this information as one of the important criteria in recruiting employees. Open-minded and receptive attitudes towards change could be the quality of employees that banks should look for. Originality/value Overall, this study can be considered as novel because its findings will prompt other researchers to conduct and expand similar research in this field. Specifically, the findings of this research could facilitate the Central Bank of Libya in identifying their readiness gaps and organisational obstacles that stalled the move of conventional banks in Libya to migrate into the Islamic banking system.