Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes

Shao Long Li, Yuanyuan HUO*, Li Rong Long

*Corresponding author for this work

    Research output: Contribution to journalJournal articlepeer-review

    46 Citations (Scopus)

    Abstract

    From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.

    Original languageEnglish
    Pages (from-to)81-93
    Number of pages13
    JournalJournal of Business Ethics
    Volume145
    Issue number1
    DOIs
    Publication statusPublished - 1 Sept 2017

    Scopus Subject Areas

    • Business and International Management
    • Business, Management and Accounting(all)
    • Arts and Humanities (miscellaneous)
    • Economics and Econometrics
    • Law

    User-Defined Keywords

    • Chinese traditionality
    • Counterproductive work behaviors
    • Differentiated empowering leadership
    • Extra-role performance
    • In-role performance
    • Trust in leaders

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