TY - JOUR
T1 - Chinese Traditionality Matters
T2 - Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes
AU - Li, Shao Long
AU - Huo, Yuanyuan
AU - Long, Li Rong
N1 - Funding Information:
This paper was supported by the grants from the National Science Foundation of China (71232001 & 71402061) and Hong Kong Baptist University (FRG2/13-14/042).
PY - 2017/9/1
Y1 - 2017/9/1
N2 - 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.
AB - 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.
KW - Chinese traditionality
KW - Counterproductive work behaviors
KW - Differentiated empowering leadership
KW - Extra-role performance
KW - In-role performance
KW - Trust in leaders
UR - http://www.scopus.com/inward/record.url?scp=84944591701&partnerID=8YFLogxK
U2 - 10.1007/s10551-015-2900-1
DO - 10.1007/s10551-015-2900-1
M3 - Journal article
AN - SCOPUS:84944591701
SN - 0167-4544
VL - 145
SP - 81
EP - 93
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 1
ER -