Mutual trust between leader and subordinate and employee outcomes

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Kim, Tae-Yeol, Wang, Jie and Chen, Junsong (2016) Mutual trust between leader and subordinate and employee outcomes. Journal of Business Ethics, 149 (4). pp. 945-958. ISSN 1573-0697

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Official URL: https://link.springer.com/article/10.1007%2Fs10551-016-3093-y

Abstract

Stable and enduring cooperative relationships among people are primarily based on mutual trust. However, little evidence exists about the effects of mutual trust between supervisor and subordinate on work outcomes. To understand better the dynamics of trust in supervisor–subordinate relationships, we examined how mutual trust between supervisor and subordinate is associated with work outcomes. Based on a sample of 247 subordinate–supervisor pairs, multilevel analyses revealed a positive effect of perceived mutual trust on task performance and interpersonal facilitation after controlling for trust in leader and felt trust. In addition, task performance and interpersonal facilitation increased as trust in leader and felt trust or trust in subordinate both increased.

Item Type:

Article

Additional Information:

The final publication is available at https://link.springer.com/article/10.1007%2Fs10551-016-3093-y

Keywords:

Mutual trust; Trust in leader; Felt trust; Task performance; Interpersonal facilitation

Schools/Departments:

University of Nottingham Ningbo China > Faculty of Business > Nottingham University Business School China

Identification Number:

https://doi.org/10.1007/s10551-016-3093-y

Related URLs:

URL	URL Type
UNSPECIFIED	Publisher

Depositing User:

Yu, Tiffany

Date Deposited:

01 Jun 2018 10:57

Last Modified:

03 Jun 2018 05:06

URI:

https://eprints.nottingham.ac.uk/id/eprint/52129

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