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Mutual Trust Between Leader and Subordinate and Employee Outcomes

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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.

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[Kim, Tae-Yeol] China Europe Int Business Sch, Org Behav & Human Resource Management Dept, 699 Hongfeng Rd, Shanghai 201206, Peoples R China

[Wang, Jie] Univ Nottingham Ningbo China, Dept Int Business Management, 199 Taikang East Rd, Ningbo 315100, Zhejiang, Peoples R China

[Chen, Junsong] East China Univ Sci & Technol, Sch Business, 130 Meilong Rd, Shanghai 200237, Peoples R China


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Source

Journal of Business Ethics

ISSN:0167-4544

Year:2018

Issue:4

Volume:149

Page:945-958

ESI Discipline:ECONOMICS & BUSINESS;

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