Journal ArticleDOI
Developing trust with peers and leaders: Impacts on organizational identification and performance during entry
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TLDR
In this article, a model of how affectbased trust in a leader and work unit peers develops from a basis of cognition-based trust and later influences organizational identification and role-related performance was proposed.Abstract:
This study extends existing research about how peers and leaders influence newcomers' adjustment to an organization or profession by examining how specific trust perceptions evolve over time. We test a model of how affect-based trust in a leader and work unit peers develops from a basis of cognition-based trust and later influences organizational identification and role-related performance. U.S. Army soldiers were examined at the beginning, middle, and end of an intensive, 14-week residential entry program of training and collective socialization. Cross-lagged structural equation analyses supported a causal relationship of individuals' cognition-based trust with affect-based trust directed toward their unit peers and, separately, their leaders. Individuals with high levels of chronic relational identity exhibited a stronger time-lagged relationship between cognition-based trust and affect-based trust for trust in peers but not for trust in a leader. Affect-based trust in the leader had lagged influences on organizational identification and role-related performance at time 3. Affect-based trust in peers was related over time to organizational identification but not to role-related performance. We discuss the implications of these findings for understanding the separate influences of social exchange and social identity processes on newcomer adjustment, with distinct roles played by peers and leaders. [ABSTRACT FROM AUTHOR]read more
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Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review.
TL;DR: A meta-analytic analysis of organizational identification has been conducted by as mentioned in this paper, who found that organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra role performance) in organizations.
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Identifying Organizational Identification as a Basis for Attitudes and Behaviors: A Meta-Analytic Review
TL;DR: The findings show that, first, organizational identification is significantly associated with key attitudes and behaviors in organizations and behaviors are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture.
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Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting
Shenjiang Mo,Junqi Shi +1 more
TL;DR: The authors empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: (1) developing higher levels of employee trust in leaders and (2) demonstrating lower levels of surface acting toward their leaders.
Journal ArticleDOI
Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organisational citizenship: A case of the head leading the heart?
TL;DR: In this paper, the authors investigate the trust-based mechanisms underlying the relationship between ethical leadership and followers' organisational citizenship behaviours (OCBs), and find that ethical leadership leads to higher levels of both affective and cognitive trust.
References
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TL;DR: A review of the book "Organizational Culture and Leadership" by Edgar H. Schein is given in this article, where the authors present a review of their approach to organizational culture and leadership.
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TL;DR: In this paper, a definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs, and several research propositions based on the model are presented.
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TL;DR: In a seminal work as discussed by the authors, Peter M. Blau used concepts of exchange, reciprocity, imbalance, and power to examine social life and to derive the more complex processes in social structure from the simpler ones.
Posted Content
Organizational Culture and Leadership
TL;DR: In this article, the author analyzes the maturing research in the field of organization studies - the available ethnographic methods, participant observation, qualitative research, and clinical research, concluding that culture functions to solve an organization's basic problems of surviving in the external environment and integrating its internal processes to ensure its continued survival.
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Not So Different After All: A Cross-Discipline View Of Trust
TL;DR: In this article, the authors adopt a multidisciplinary view of trust within and between firms, in an effort to synthesize and give insight into a fundamental construct of organizational science, while recognizing that the differing meanings scholars bring to the study of trust also can add value.