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

Li, S-L, Huo, Y and Long, L-R (2015) Chinese Traditionality Matters: Effects of Differentiated Empowering Leadership on Followers’ Trust in Leaders and Work Outcomes Journal of Business Ethics.

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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.

Item Type: Article
Subjects : Management
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
AuthorsEmailORCID
Li, S-LUNSPECIFIEDUNSPECIFIED
Huo, YUNSPECIFIEDUNSPECIFIED
Long, L-RUNSPECIFIEDUNSPECIFIED
Date : 10 October 2015
Identification Number : https://doi.org/10.1007/s10551-015-2900-1
Copyright Disclaimer : © Springer Science+Business Media Dordrecht 2015
Uncontrolled Keywords : Trust in leaders, Differentiated empowering leadership, Chinese traditionality, In-role performance, Extra-role performance, Counterproductive work behaviors
Depositing User : Symplectic Elements
Date Deposited : 02 Dec 2016 15:01
Last Modified : 02 Dec 2016 15:01
URI: http://epubs.surrey.ac.uk/id/eprint/813023

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