What happens when you trust your supervisor? Mediators of individual performance in trust relationships

Abstract

Summary To understand how trust in supervisor translates into individual job performance, we hypothesize that trust in supervisor facilitates positive psychological conditions of meaningfulness, safety, and availability, which in turn predict individual job performance. We assert that each of the three mediating paths in our model represents a distinct mechanism by which trust in supervisor contributes to individual job performance. We test our hypotheses with 206 supervisor–subordinate dyads and find that trust in supervisor contributes to job performance through psychological availability and psychological safety but not psychological meaningfulness. By examining three different psychological mechanisms within the same frame, we provide a test that compares and contrasts the uniqueness of the three pathways. Our findings suggest practical ways for managers to build trust with subordinates and guidance for the design of productive work conditions. Copyright © 2012 John Wiley & Sons, Ltd.

Servant leadership and ethics: a dyadic examination of supervisor behaviors and salesperson perceptions

“…Trust is considered critical to the manager-salesperson exchange process (Brashear et al 2003). Trust also signifies a strong personal bond between parties that share personal believes and values (e.g., Brashear et al 2003) and feel psychologically safe to engage in an open communication where they are willing to seek for feedback and ask for help (e.g., Li and Tan 2013). This high level of closeness may explain why the SLB and SLP discrepancy is smaller at higher levels of trust.…”

Holier than thou: Investigating the relationship between religiosity and charitable giving

“…As shown in Table , the Cronbach's alpha for each measure included in the study indicates that the measures are reliable and valid for use in testing our conceptual model. Finally, and as explained by Li and Tan (, p. 416), the Preacher and Hayes' () PROCESS macro is “specially designed to conduct multiple mediations by including the bootstrapping function while allowing for the estimation of the indirect effect for each mediator. More importantly, this macro accounts for the effects of the control variables that are not easily implemented in structural equation modeling.”…”

Alınan Mentorluk Fonksiyonları ile Psikolojik Güçlendirme Arasındaki İlişki: Güven ve Politik Yeteneğin Gücü

“…These exchanges continue as they are reciprocated and create a history-dependent process providing information on which grounds an individual can trust to another (Kramer, 1999). Therefore, trust becomes one of the key elements in describing high-quality relationships in the workplace (Cropanzano, 2005;Schoorman, Mayer & Davis, 2007), and lead to important outcomes such as increased psychological availability and safety (Li & Tan, 2013), risk-taking behavior in relationships (Colquitt, Scott & LePine, 2007), and reduced uncertainty (Colquitt, LePine, Piccolo, Zapata & Rich, 2012).…”

“…Many of the outcomes and process of tasks can bear the elements of risk (Spreitzer, 1995). At this point an employee who wants to engage in action without fear of negative consequences, (s)he might want to feel psychologically safe which can be mainly provided by trust (Li & Tan, 2013). So trust in mentor can provide protégé feelings of security, safety and protection in the face of risk.…”

“…Mayer and Gavin (2005) supported that lack of trust deteriorated the ability to focus on one's job, and consequently decreased employees' motivation. Given that mentoring is one of the influential relationships in the workplace (Scandura & Pellegrini, 2008), uncertainty emanating from lack of trust in mentor can occupy protégé's physical, emotional, and intelligent resources at hand (Li & Tan, 2013). So trust in mentor can provide protégé psychological availability and ability to focus on the job.…”