Manager communication and workplace trust: Understanding manager and employee perceptions in the e-world

Mackenzie, Maureen L.

doi:10.1016/j.ijinfomgt.2010.04.001

Cited by 33 publications

(15 citation statements)

References 16 publications

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“…From a communication perspective, managers’ communication predicts employee outcomes (Madlock, 2008). Communication interactions between managers and employees can increase employees’ self-worth (Orpen, 1997), enhance mutual understanding and trust (Mackenzie, 2010), and satisfy individuals’ needs of pleasure and inclusion (Madlock, 2008). In fact, when managers spend time giving information, providing feedback, explaining the vision to subordinates, discussing tasks, and/or otherwise socializing with subordinates, employees reported increased organizational commitment and satisfaction with the job, the relationship, and the leadership style (e.g., Abu Bakar, Dillbeck, & McCroskey, 2010; Mackenzie, 2010).…”

Section: Pl and Employee-perceived Outcomes: Culture And Communicationmentioning

confidence: 99%

In Search of Chinese Paternalistic Leadership

Sheer

2012

Management Communication Quarterly

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Extant empirical research fails to support the popular belief that paternalistic leadership (PL) style is a basic characteristic in Chinese organizations. In search of empirical evidence of PL as a practicing style, surveys were conducted with employees from small Chinese family businesses (CFBs) in mainland China and Hong Kong (HK). In the China sample, PL's three dimensions (authoritarianism, benevolence, and morality) were internally convergent; managers exhibited reasonably high levels of PL, and PL as a whole predicted positive employee-perceived outcomes. In the HK sample, however, PL's three dimensions showed inconsistent correlations, greatly similar to the extant findings. Consequently, PL as a whole could not be analyzed for that sample. Findings suggest that PL may be restricted only to CFBs in China. Management communication implications are discussed.

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Section: Pl and Employee-perceived Outcomes: Culture And Communicationmentioning

confidence: 99%

In Search of Chinese Paternalistic Leadership

Sheer

2012

Management Communication Quarterly

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“…Trust is a key factor in social and economic relationships and is therefore one of the most determinant factors of performance within an organization (Mackenzie, 2010). However, in a virtual environment, the traditional mechanisms by which trust is built may not work (e.g.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and consequences of trust on a virtual team leader

Flavián

Guinalíu

Jordán

2019

EJMBE

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Purpose The purpose of this paper is to examine, among the possible causes, whether trust in the leader is one of the most relevant factors on the success of a virtual work team by analyzing different antecedents of the trust and its consequences. Design/methodology/approach The influence that certain physical and behavioral characteristics of the leader (attractiveness, empathy and justice) exert on the degree of trust is evaluated. On the other hand, the influence of trust on the efficiency of the team, in terms of organizational citizenship behavior and commitment, is analyzed. To test the model, a survey was conducted on real work teams and the data were analyzed through a model of structural equations. Findings The results support the hypotheses and consequently, the relevance of trust in the leader. Specifically, the leader’s physical and behavioral characteristics have a significant effect on the trust in the leader. This trust results in greater organizational efficiency. Originality/value Despite the undisputable growth in the number of companies using virtual teams, it is also true that many of these teams fail to perform. In this sense, this paper analyzes if certain factors related to leadership can be relevant when influencing the efficiency of a virtual work team. This paper contributes to a better understanding of the internal processes within a virtual team in order to maximize the chances of success in this type of organizations.

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“…As long as the information exchange is for work purposes, whether it is within the enterprise or between the enterprise and the outside world, it belongs to the category of organizational communication (Fragale et al, 2012). External communication refers to the communication between the company and external organizations such as government departments, partners, customers, and news media to establish a good image; internal communication refers to the communication carried out by corporate members to coordinate relationships and achieve the goals of the company in which they are located Information exchange (Mackenzie, 2010). The organizational communication that this research focuses on is mainly internal communication, which means that to achieve corporate goals and perform job responsibilities, corporate members communicate emotions and ideas in a variety of ways.…”

Section: Organizational Communicationmentioning

confidence: 99%

Top Management Supports and Informationization Performance: A Moderated Mediation Effect

Zhong¹,

Amponstıra²

2021

IJEF

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Senior managers can influence the cognition and behavior of other members of the enterprise by formulating informatization strategies and initiating informatization reforms, thereby affecting the success or failure of enterprise informatization. This paper establishes a model of the influence mechanism of the level of executive support on the performance of enterprise informatization. Taking enterprises in Guangdong Province, China as the survey object, through a three-stage questionnaire survey, 419 valid questionnaires were obtained. This paper shows that: executive support has a positive impact on team entrepreneurial passion. Executive support is the antecedent variable of enterprise informatization reform, and informatization reform plays an intermediary role between the executive support variables and informatization performance variables. Organizational communication plays a moderating role between informatization reform and informatization performance. This will improve the guiding theories in the field of organizational behavior and provide new ideas for the construction of the mechanism model of informatization performance.

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Manager communication and workplace trust: Understanding manager and employee perceptions in the e-world

Cited by 33 publications

References 16 publications

In Search of Chinese Paternalistic Leadership

In Search of Chinese Paternalistic Leadership

Antecedents and consequences of trust on a virtual team leader

Top Management Supports and Informationization Performance: A Moderated Mediation Effect

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