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

Shao-Long Li (), Yuanyuan Huo () and Li-Rong Long ()
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Shao-Long Li: Wuhan University
Yuanyuan Huo: Hong Kong Baptist University
Li-Rong Long: Huazhong University of Science and Technology

Journal of Business Ethics, 2017, vol. 145, issue 1, No 6, 93 pages

Abstract: 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.

Keywords: Trust in leaders; Differentiated empowering leadership; Chinese traditionality; In-role performance; Extra-role performance; Counterproductive work behaviors (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (3)

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DOI: 10.1007/s10551-015-2900-1

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