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Mutual Trust Between Leader and Subordinate and Employee Outcomes

Author

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  • Tae-Yeol Kim

    (China Europe International Business School)

  • Jie Wang

    (The University of Nottingham Ningbo China)

  • Junsong Chen

    (East China University of Science and Technology)

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.

Suggested Citation

  • Tae-Yeol Kim & Jie Wang & Junsong Chen, 2018. "Mutual Trust Between Leader and Subordinate and Employee Outcomes," Journal of Business Ethics, Springer, vol. 149(4), pages 945-958, June.
    • Handle: RePEc:kap:jbuset:v:149:y:2018:i:4:d:10.1007_s10551-016-3093-y
    DOI: 10.1007/s10551-016-3093-y
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    Cited by:

    1. Amin, Md Ruhul & Kim, Incheol & Lee, Suin, 2021. "Local religiosity, workplace safety, and firm value," Journal of Corporate Finance, Elsevier, vol. 70(C).
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    3. Fernanda Bethlem Tigre & Paulo Lopes Henriques & Carla Curado, 2022. "Building trustworthiness: Leadership self-portraits," Quality & Quantity: International Journal of Methodology, Springer, vol. 56(6), pages 3971-3991, December.
    4. Angelika Lau & Mona Höyng, 2023. "Digitalization?A Matter of Trust: A Double-Mediation Model Investigating Employee Trust in Management Regarding Digitalization," Review of Managerial Science, Springer, vol. 17(6), pages 2165-2183, August.

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