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Mutual Trust Between Leader and Subordinate and Employee Outcomes

Author

Listed:
  • Tae-Yeol Kim

    (China Europe International Business School)

  • Jie Wang

    (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," Post-Print hal-02312270, HAL.
    • Handle: RePEc:hal:journl:hal-02312270
    DOI: 10.1007/s10551-016-3093-y
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    References listed on IDEAS

    as
    1. Ayşe Ötken & Tuna Cenkci, 2012. "The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader," Journal of Business Ethics, Springer, vol. 108(4), pages 525-536, July.
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    3. Ferrin, Donald L. & Bligh, Michelle C. & Kohles, Jeffrey C., 2008. "It takes two to tango: An interdependence analysis of the spiraling of perceived trustworthiness and cooperation in interpersonal and intergroup relationships," Organizational Behavior and Human Decision Processes, Elsevier, vol. 107(2), pages 161-178, November.
    4. Mulki, Jay Prakash & Jaramillo, Fernando & Locander, William B., 2006. "Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference?," Journal of Business Research, Elsevier, vol. 59(12), pages 1222-1230, November.
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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).
    2. Sarah Fischer & Shannon Hyder & Arlene Walker, 2020. "The effect of employee affective and cognitive trust in leadership on organisational citizenship behaviour and organisational commitment: Meta-analytic findings and implications for trust research," Australian Journal of Management, Australian School of Business, vol. 45(4), pages 662-679, November.
    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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