The Effect of Leadership on Organizational Trust

Uslu, Fatma; Oklay, Erdem

doi:10.1007/978-3-319-14908-0_5

Cited by 8 publications

(3 citation statements)

References 46 publications

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“…This is so because studies have shown that when there is trust in an organization, social interactions and activities occur on a simple and confident basis but in the absence of organizational trust, the fear of future contingency or social complexity influence work relations and behavior of actors in meeting organizational goal [46][47][48][49]. Organizational trust implies the social properties (roles, rules and relationships) of an organization [50]. The properties which make it possible for cooperative behavior to exist among workplace actors, across varying cadres, time and space which lend them systemic form [47].…”

Section: Cognitive Sociology Perspective Of Organizational Trustmentioning

confidence: 99%

Organizational Trust as a Conflict Management Tool in Contemporary Work Organizations

Solaja¹

2018

Organizational Conflict

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Conflict between management and employees or among employees is an irresistible phenomenon in contemporary work organizations. Evidences gathered from past and present studies revealed that a lot of conflict situations have occurred in work organizations which have significantly impacted organizational performance and its survival in recent times. Consequently, several conventional strategies and techniques have been deployed to constructively manage conflict situation in work organization however, realities show that managing conflict in work organizations remain a challenge to managers in today's world of work. This is partly due to the fact that conflict arises from different sources; hence it is inimical to subscribes to the idea of one-size-fit-all approach to management of conflict. Based on this momentum, this chapter examines organizational trust as a conflict management tool in contemporary work organizations using an explanatory design and a basic review of literature. The chapter therefore explains the concept of organizational conflict visa vis organizational trust within the context of work organization. It also discusses factors causing conflict situation. It examines the importance of trust and factors responsible for the development of trust in organizations. The chapter further examines some theories of trust and also develops a framework for dealing with conflict in work organization.

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Section: Cognitive Sociology Perspective Of Organizational Trustmentioning

confidence: 99%

Organizational Trust as a Conflict Management Tool in Contemporary Work Organizations

Solaja¹

2018

Organizational Conflict

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“…In a leadership context, trust means that employees expect their leaders to treat them well, and as a result, they are willing to be open and honest with their leaders. (Ouslis, 2019). Employees who believe their leaders treat them fairly, follow fair processes, and involve them in decision-making have a higher level of trust in their leaders (Dirks and Ferrin, 2002).…”

Section: Discussionmentioning

confidence: 99%

The characteristics of excellent leaders and their impact on enterprise development

Tan¹

2023

AEHSSR

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Leaders are of great significance to the development of enterprises, determining the direction and success or failure of enterprise development. Good leaders can be a huge help to the development of a business. This article delves into the characteristics of good leaders, the difference between good leaders and bad leaders, and finds that good leaders are good at listening and talking, and can deeply understand the ideas of employees, so as to better lead the team. The analysis in this article can provide some insights for business management and leaders.

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“…The quality of the relationship between the direct supervisor and the employee plays a key role since the employee generalizes the trust that she/he feels in the direct supervisor to represent the entire organization (Erdem, 2003). Thus, it can be suggested that the process of creating a trusting relationship is a leader's responsibility (Uslu & Oklay, 2015). As such, previous research has shown that when direct supervisors are able to establish an environment of trust it contributes positively to the feeling of responsibility for work within the organization (e.g., Goodwin, Whittington, Murray, & Nichols, 2011;Otken & Cenkci, 2012).…”

Section: Abusive Supervision and Organizational Trustmentioning

confidence: 99%

The relationship between abusive supervision and organizational trust: The role of subordinates’ self-esteem

Velez

2020

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Interest in abusive supervision (Tepper, 2000) has increased due to its serious personal andorganizational costs. As such, there is a need for additional studies that identify the individuals’ factorsthat can minimize the adverse effects of abusive supervision.Specifically, we predict employee self-esteem as a buffer of the relationship between abusivesupervision, organizational trust and in-role behaviors. Additionally, we suggest organizational trustas a possible mechanism linking abusive supervision to in-role behaviors. Our model was exploredamong a sample of 201 supervisor-subordinate dyads from different organizational settings. The resultsof the moderated mediation analysis supported our hypotheses. That is, abusive supervision wassignificantly related to in-role behaviors via organizational trust when employees’ self-esteem waslow, but not when it was high. These findings suggest that self-esteem buffers the impact of abusivesupervision perceptions on organizational trust, with consequences for performance.

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The Effect of Leadership on Organizational Trust

Cited by 8 publications

References 46 publications

Organizational Trust as a Conflict Management Tool in Contemporary Work Organizations

Organizational Trust as a Conflict Management Tool in Contemporary Work Organizations

The characteristics of excellent leaders and their impact on enterprise development

The relationship between abusive supervision and organizational trust: The role of subordinates’ self-esteem

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