Reciprocity of trust in the supervisor–subordinate relationship: The mediating role of autonomy and the sense of power

Seppälä, Tuija; Lipponen, Jukka; Pirttilä‐Backman, Anna‐Maija; Lipsanen, Jari

doi:10.1080/1359432x.2010.507353

Cited by 40 publications

(36 citation statements)

References 79 publications

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“…Accordingly, employees' beliefs and expectations of their supervisors' trustworthiness can shape their own willingness to engage in trusting behaviors (cf. Seppälä, Lipponen, Pirttila‐Backman, & Lipsanen, ). Similarity of values between the two parties is an important antecedent to these feelings of being trusted (Lau, Liu, & Fu, ).…”

Section: Introductionmentioning

confidence: 99%

Perceived mastery climate, felt trust, and knowledge sharing

et al. 2017

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Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing.However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor-rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.

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Section: Introductionmentioning

confidence: 99%

Perceived mastery climate, felt trust, and knowledge sharing

et al. 2017

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“…Some studies have found that it is difficult to establish trust if power inequalities exist between parties (Willemyns et al ., ; Politis, ; Farrell, ; Gilson, ). The feeling of being monitored by one's superior is also regarded as a hindrance to developing trust (Seppälä et al ., ).…”

Section: The Interaction Between Power and Trustmentioning

confidence: 97%

Power and trust in organizational relations: an empirical study in Turkish public hospitals

Bozaykut

Gürbüz

2014

Health Planning & Management

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Given the salience of the interplay between trust and power relations in organizational settings, this paper examines the perceptions of social power and its effects on trust in supervisors within the context of public hospitals. Following the theoretical background from which the study model is developed, the recent situation of hospitals within Turkish healthcare system is discussed to further elucidate the working conditions of physicians. Sample data were collected employing a structured questionnaire that was distributed to physicians working at seven different public hospitals. The statistical analyses indicate that perceptions of supervisors' social power affect subordinates' trust in supervisors. Although coercive power is found to have the greatest impact on trust in supervisors, the influence of the power base is weak. In addition, the results show that perceptions of social power differ between genders. However, the results do not support any of the hypotheses regarding the relations between trust in supervisors and the examined demographic variables.

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“…Still, empirical studies on trust-building in the superior-subordinate relationship have proposed that it is a reciprocal, complementary process (e.g. Serva et al, 2005) in which the supervisor's trust is shown by giving autonomy to the subordinate, which further promotes trust in the supervisor (Seppälä et al, 2011), trust appearing to be 'both a requirement for and an outcome of the process' (Atkinson, 2004 p. 581).…”

Section: Trust Development In Dyadic Organisational Relationshipsmentioning

confidence: 99%

“…As regards the CEO's perception of the Chairperson's trustworthiness, the Chairperson's benevolence in terms of allowing the CEO autonomy (Davis et al, 1997;Seppälä et al, 2011), rather than performing any particular action (cf. Mayer et al, 1995) was narrated as being most important.…”

Section: The Meaning Of Ability and Benevolencementioning

confidence: 99%

“…Even if the reciprocal nature of trust in supervisor-subordinate relationships has been acknowledged before (e.g. Whitener et al, 1998;Serva et al, 2005;Seppälä et al, 2011), trust has rarely been studied as a dyadic phenomenon from the viewpoint of both parties (Yakovleva et al, 2010;Nienaber et al, 2015). Thirdly, by increasing knowledge on trust development in the CEO-Chair relationship, we contribute to the stream of research that aims to enhance understanding of the processual dynamics and human side of corporate governance and Board work (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Development of trust in the CEO-chair relationship

Koskinen

Lämsä

2017

BJM

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Final Draft 1 Development of trust in the CEO-Chair relationship AbstractPurpose: This study explores trust development in the dyadic relationship of CEO and Chair of the Board. Approach:A narrative approach is adopted to examine the meanings that CEOs and Chairpersons give to trust in their relationship, and to explore trust as an evolving phenomenon that can increase or decline over the course of the relationship. The data include 16 CEO-Chair dyads from Finnish limited companies. Findings:The results suggest that trust may exist on different levels and evolve in various ways during the course of the relationship. Integrity and agreement on company strategy are proposed to form the foundation for trust in the CEO-Chair relationship, whereas ability and benevolence are necessary for trust to develop to a higher level. Research limitations:Studying trust development based on data generated at one point of time and in only one country are the major limitations of the study.Practical implications: It is proposed that the level of trust influences value creation in the relationship. Originality/value:The study adds to the limited number of previous studies on the CEOChair relationship and contributes to the literature on trust development by making visible the viewpoint of both partners, and the meaning of the different components of trust.

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Reciprocity of trust in the supervisor–subordinate relationship: The mediating role of autonomy and the sense of power

Cited by 40 publications

References 79 publications

Perceived mastery climate, felt trust, and knowledge sharing

Perceived mastery climate, felt trust, and knowledge sharing

Power and trust in organizational relations: an empirical study in Turkish public hospitals

Development of trust in the CEO-chair relationship

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