Mutual Trust Between Leader and Subordinate and Employee Outcomes

Tae Yeol Kim, Jie Wang, Junsong Chen*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

54 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)945-958
Number of pages14
JournalJournal of Business Ethics
Volume149
Issue number4
DOIs
Publication statusPublished - 1 Jun 2018
Externally publishedYes

Keywords

  • Felt trust
  • Interpersonal facilitation
  • Mutual trust
  • Task performance
  • Trust in leader

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