RT Article
T1 Mutual Trust Between Leader and Subordinate and Employee Outcomes
JF Journal of business ethics
VO 149
IS 4
SP 945
OP 958
A1 Kim, Tae-Yeol
A1 Wang, Jie
A1 Chen, Junsong
A2 Wang, Jie
A2 Chen, Junsong
LA English
YR 2018
UL https://ixtheo.de/Record/1785664727
AB 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.
K1 Interpersonal facilitation
K1 Task Performance
K1 Felt trust
K1 Trust in leader
K1 Mutual Trust
DO 10.1007/s10551-016-3093-y