TY - JOUR
T1 - The distinctive effects of dual-level leadership behaviors on employees' trust in leadership
T2 - An empirical study from China
AU - Bai, Yuntao
AU - Li, Peter Ping
AU - Xi, Youmin
N1 - Funding Information:
This study is funded by grants from National Natural Science Foundation (no. 71032002, no. 70872094), Ministry of Education (no. 10YJC630003, no. 20110121120027), and Fundamental Research Funds for the Central Universities of China (no. 2011221017).
PY - 2012/6
Y1 - 2012/6
N2 - The loss of trust within and between organizations has become serious worldwide, especially in China. In this study, we seek to explain why as well as how leaders at two different levels (i. e., the top management and the supervisory levels) affect employees' trust in leadership at the two levels distinctively, especially in the context of China as an emerging economy. Adopting the perspective of multi-level social exchanges within organizations, we develop a dual-level model with perceived organizational support and leader-member exchange as two major mediating mechanisms for the distinctive effects of transformational leadership behaviors on employees' trust in leadership at both top management and supervisory levels, respectively. The empirical evidence based on a sample of 357 Chinese employees and their supervisors supports the proposed model. Both theoretical and practical implications of our findings are discussed.
AB - The loss of trust within and between organizations has become serious worldwide, especially in China. In this study, we seek to explain why as well as how leaders at two different levels (i. e., the top management and the supervisory levels) affect employees' trust in leadership at the two levels distinctively, especially in the context of China as an emerging economy. Adopting the perspective of multi-level social exchanges within organizations, we develop a dual-level model with perceived organizational support and leader-member exchange as two major mediating mechanisms for the distinctive effects of transformational leadership behaviors on employees' trust in leadership at both top management and supervisory levels, respectively. The empirical evidence based on a sample of 357 Chinese employees and their supervisors supports the proposed model. Both theoretical and practical implications of our findings are discussed.
KW - China
KW - Dual-level effect
KW - Leader-member exchange
KW - Perceived organizational support
KW - Social exchange
KW - Trust in leadership
UR - http://www.scopus.com/inward/record.url?scp=84861483763&partnerID=8YFLogxK
U2 - 10.1007/s10490-011-9280-6
DO - 10.1007/s10490-011-9280-6
M3 - Article
AN - SCOPUS:84861483763
SN - 0217-4561
VL - 29
SP - 213
EP - 237
JO - Asia Pacific Journal of Management
JF - Asia Pacific Journal of Management
IS - 2
ER -