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Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes

Author

Listed:
  • Shao-Long Li

    (Wuhan University)

  • Yuanyuan Huo

    (Hong Kong Baptist University)

  • Li-Rong Long

    (Huazhong University of Science and Technology)

Abstract

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.

Suggested Citation

  • Shao-Long Li & Yuanyuan Huo & Li-Rong Long, 2017. "Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes," Journal of Business Ethics, Springer, vol. 145(1), pages 81-93, September.
    • Handle: RePEc:kap:jbuset:v:145:y:2017:i:1:d:10.1007_s10551-015-2900-1
    DOI: 10.1007/s10551-015-2900-1
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    References listed on IDEAS

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    1. Chun Hui & Cynthia Lee & Denise M. Rousseau, 2004. "Employment Relationships in China: Do Workers Relate to the Organization or to People?," Organization Science, INFORMS, vol. 15(2), pages 232-240, April.
    2. Shao-Long Li & Wei He & Kai Yam & Li-Rong Long, 2015. "When and why empowering leadership increases followers’ taking charge: A multilevel examination in China," Asia Pacific Journal of Management, Springer, vol. 32(3), pages 645-670, September.
    3. Rangapriya Kannan-Narasimhan & Barbara Lawrence, 2012. "Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes," Journal of Business Ethics, Springer, vol. 111(2), pages 165-178, December.
    4. Akbar Zaheer & Bill McEvily & Vincenzo Perrone, 1998. "Does Trust Matter? Exploring the Effects of Interorganizational and Interpersonal Trust on Performance," Organization Science, INFORMS, vol. 9(2), pages 141-159, April.
    5. Alexander Newman & Kohyar Kiazad & Qing Miao & Brian Cooper, 2014. "Examining the Cognitive and Affective Trust-Based Mechanisms Underlying the Relationship Between Ethical Leadership and Organisational Citizenship: A Case of the Head Leading the Heart?," Journal of Business Ethics, Springer, vol. 123(1), pages 113-123, August.
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    Cited by:

    1. Muafi & Olivia Fachrunnisa & Yuni Siswanti & Zainal Mustofa Qadri & Dwipraptono Agus Harjito, 2019. "Empowering Leadership and Individual Readiness to Change: the Role of People Dimension and Work Method," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 10(4), pages 1515-1535, December.
    2. Lixia Niu & Wende Xia & Yafan Qiao, 2022. "The Influence of Leader Bottom-Line Mentality on Miners’ Safety Behavior: A Moderated Parallel Mediation Model Based on the Dual-System Theory," IJERPH, MDPI, vol. 19(18), pages 1-21, September.
    3. Kai Chi Yam & Scott J. Reynolds & Pengcheng Zhang & Runkun Su, 2022. "The Unintended Consequences of Empowering Leadership: Increased Deviance for Some Followers," Journal of Business Ethics, Springer, vol. 181(3), pages 683-700, December.

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