Developing Trust with Peers and Leaders: Impacts on Organizational Identification and Performance during Entry

Conexão Social Intraorganizacional, Suporte no Trabalho e Identificação Organizacional

“…A ausência de relação entre suporte do chefe e identificação é interessante em razão de destacar que, apesar de se reconhecer mais recentemente que os vários domínios relacionais impactam na identificação (Jones & Volpe, 2011;Knippenberg & Schie, 2000;Schaubroeck et al, 2013), nem todos esses domínios relacionais se comportam da mesma maneira, ou seja, contribuem invariavelmente de modo positivo para aumento da identificação organizacional.…”

“…Entretanto, mais recentemente, vários estudos começaram a apontar que a identificação não decorre apenas de características da organização (Cooper & Thatcher, 2010), mas de vários domínios (foci) relacionais (e.g., Jones & Volpe, 2011;Knippenberg & Schie, 2000;Schaubroeck, Peng, & Hannah, 2013;Vuuren, Beelen, & Jong, 2010;Wieseke, Kraus, Ahearne, & Mikolon, 2012). O conteúdo dos laços sociais nas redes intraorganizacionais está quase que invariavelmente associado à identificação em função de as atividades de trabalho demandarem tanto recursos de tarefa (e.g., autonomia) quanto recursos de base relacional (e.g., confiança, suporte) para sua execução (Freeney & Fellenz, 2013).…”

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

“…Hansen, Morrow and Batista (2002) [30] argue that affect-based trust is subjective perception in nature, because it is based on the moods, feelings or emotions that one has concerning the perceived trustworthiness of an individual, group or organization. Some findings show that affect-based trust in a supervisor leads to positive outcomes, such as role-related performance [9,31], organizational identification [9] and normal commitment [31]. This paper will discuss the positive impact of affect-based trust in project supervisor on project members innovative behavior from psychological safety perspective.…”

“…Therefore, in this paper, we focus on two core leadership concepts found in the functional perspective literature, namely emotional healing and conceptual skill [6,7] (Dacher, 1999;Sturnick, 1998). Most existing research concentrates on examining linear relationships between supervisor leadership and individual outcomes [8,9]. But there might exist a curvilinear relationship between supervisor conceptual skill and followers' innovative behavior, because high conceptual skill may lead employees to be overly dependent on their supervisor, which inhibits their generation of creative ideas.…”

“…Furthermore, the two concepts are considered as crucial for leader effectiveness in terms of promoting subordinates' trust in leaders [6][7][8][9][10]. Cognitive-based trust and affect-based trust-two dimensions of trust-can be considered to be the mediator between the two leadership skills and project member innovative behavior, because the two dimensions of trust are the direct outcomes of the two supervisors' leadership skills.…”