Mutual Trust Between Leader and Subordinate and Employee Outcomes

Tae-Yeol Kim, Jie Wang and Junsong Chen
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Jie Wang: University of Nottingham Ningbo [China]
Junsong Chen: East China University of Science and Technology

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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.

Keywords: Mutual trust; Trust in leader; Felt trust; Task performance; Interpersonal facilitation (search for similar items in EconPapers)
Date: 2018-06-01
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Citations: View citations in EconPapers (4)

Published in Journal of Business Ethics, 2018, 149 (4), 945-958 p. ⟨10.1007/s10551-016-3093-y⟩

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Journal Article: Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018)
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02312270

DOI: 10.1007/s10551-016-3093-y

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