The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust

Qing Miao, Alexander Newman*, Xu Huang

*Corresponding author for this work

Research output: Contribution to journalJournal articlepeer-review

60 Citations (Scopus)

Abstract

This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors’ participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.

Original languageEnglish
Pages (from-to)2796-2810
Number of pages15
JournalInternational Journal of Human Resource Management
Volume25
Issue number20
Early online date15 Jul 2014
DOIs
Publication statusPublished - 13 Nov 2014

Scopus Subject Areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

User-Defined Keywords

  • Affective trust
  • Cognitive trust
  • Participative leadership
  • Social exchange
  • Work outcomes

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