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This study aims to examine the role of trust-in-supervisor and organizational commitment on the relationship between a budget-based incentive compensation scheme and job performance.

A survey was conducted involving 120 managers from Australian manufacturing firms listed in the Who’s Who in Business in Australia electronic database. A partial least squares approach was used to assess the psychometric properties of the theoretical model and proposed hypotheses. Data analysis was conducted using WarpPLS Version 5.0.

The results suggest that the reliance on a high budget-based incentive compensation scheme was found to lead to higher trust-in supervisor, which in turn resulted in higher organizational commitment and improved subordinate job performance.

This study is subject to the limitations of survey-based research.

This study may assist top management to better understand the importance of designing an effective budget-based incentive compensation scheme to promote high interpersonal trust and organizational commitment among subordinates. Cultivating a climate of trust may help to enhance interpersonal trust between subordinates and their superior, which in turn may lead to higher levels of organizational commitment and improvement in subordinate job performance.

This paper elucidates and contributes to the existing literature by suggesting that a budget-based incentive compensation scheme can directly affect subordinates’ level of trust in their supervisor, and that trust-in-supervisor can serve as an antecedent to the development and cultivation of subordinates’ commitment to the organization, which in turn improves their job performance.

This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB).

Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB.

The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers.

Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities).

Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers.

This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

The present study aims to ascertain the relationships between subordinate moqi and leader behaviors, by primarily discussing how and when subordinate moqi is associated with leadership empowerment.

A self-report study was conducted by recruiting 334 employees from 13 firms. All concepts were rated on a seven-point Likert-type response scale. Linear regression analysis (conducted in MPLUS 7) was conducted to verify the hypotheses.

First, subordinate moqi showed positive association with empowerment. Second, trust-in-supervisor mediated the relationships between subordinate moqi and empowerment. Third, subordinates' power distance orientation (PDO) could moderate the subordinate moqi – leader empowerment relationship. When subordinates reported higher PDO, the relationships between subordinate moqi and empowerment were more robust; likewise, subordinate moqi would have more significantly indirectly impacted empowerment via trust-in-supervisor.

Though researchers have discussed the impacts of subordinate moqi on subordinates' outcomes, the impact of subordinate moqi on supervisors' attitudes or behaviors remains unclear. The relationships between subordinate moqi and supervisor empowerment behaviors are empirically ascertained by emphasizing the leader-subordinate dyadic process. The findings here suggested that subordinate moqi boosted subordinates' trust-in-supervisor, and moqi would also predict the behaviors of leader empowerment. This study extended the PDO literature by identifying the moderating role of PDO in the subordinate moqi – leader empowerment behavior relationship.

The purpose of the study is to investigate how the conditions of trust differ between supervisors and subordinates. By understanding these differences, it may be possible to improve the quality of a leader‐member exchange (LMX).

This is a quantitative study using supervisor and subordinate dyads from Portugal.

Supervisors reported that receptivity, availability, and discreteness were perceived to be more important in building a quality vertical dyad linkage as represented by LMX. Subordinates reported that availability, competence, discreteness, integrity, and openness were more important for building a quality vertical dyad linkage as represented by LMX.

Status differences between supervisors and subordinates appear to influence conditions of trust. Supervisors are more concerned about conditions of trust that deal with supervisory delegation. Subordinates are more concerned about the conditions of trust based on interactional justice.

This research implies that trust is different between supervisors and subordinates. The research is important in building supervisor and subordinate relationships as both need to act in manners that engenders trust from the other side. The difference in conditions of trust may create conflicting expectations about how to effectively build trust.

This study aims to explore how gender influences the impact of interpersonal trust among subordinates on spontaneous work behaviors such as sharing responsibility and knowledge and engaging in organizational citizenship behavior (OCB). The goal is to understand factors that contribute to the effectiveness of women as supervisors and subordinates in the manufacturing sector.

Data were gathered from 308 subordinates and 71 supervisors working in the manufacturing sector in mainland China using a survey methodology. Descriptive statistics, correlation, confirmatory factor analysis and hierarchical moderated regression were the statistical techniques used.

Results indicate that both affect- and cognition-based trust among subordinates positively impact responsibility- and knowledge-sharing behaviors, OCB-individual (OCB-I) and OCB-organization (OCB-O). For female subordinates, the gender of the supervisor alters the relationship between both forms of trust and responsibility-sharing behavior and OCB-O, but not knowledge-sharing behavior and OCB-I. Cognition-based trust plays a dominant role for male subordinates, while affect-based trust is more relevant to female subordinates. Finally, while the gender of the supervisor moderates the impact of both affect- and cognition-based trust, it is significant for female subordinates only.

This study is not without limitations. First, the authors had access to a limited sample of female supervisors and female subordinates, which is not uncommon in the manufacturing sector that is mostly composed of male employees. Second, the cross-sectional nature of the study does not allow the capture of the impact of change in trust over time. However, it is believed that the multi-source design, the novelty of the study’s findings and their implications to interpersonal trust theory and supervisory practice compensate for the limitations. For starters, this study endorses the crucial role of interpersonal trust among employees in predicting important organizational behaviors. It corroborates the conceptual distinction between affect- and cognition-based trust and empirically validates the concepts of affect- and cognition-based trust, RSB, KSB and OCB in China. It uses multi-source data and measures behavioral outcomes of workers as observed by their immediate supervisors. These contributions speak to the empirical viability of our theoretical framework that may be useful to those contemplating cross-cultural research.

The study started with the question, does gender matter. The answer is that it does and that it has implications for human resource management. The gender of both supervisors and subordinates affect the way interpersonal trust among workers elicit desirable organizational behaviors such as sharing responsibilities, sharing knowledge and other forms of citizenship behavior. Female supervisors need to build trust among their female employees before they can expect effective organizational behavior. The story is different for male supervisors and male employees. This has implications in the way male and female supervisors are trained. It also has implications for work group formation and composition. What the study does not know is whether these findings are limited to the manufacturing sector or unique to China. It is recommended that a cross-cultural comparative research be undertaken to address those questions.

In light of the study’s findings, it is proposed that supervisory training and development programs should take into consideration that female supervisors encounter more challenges in eliciting favorable behaviors on the part of female subordinates in a work environment that is male-dominated.

The unique value contribution of the study pertains to the role of gender – the gender of the supervisor and the gender of the subordinate in shaping organizational behavior. Specifically, the authors show that the supervisor’s gender influences the relationship between affect-based trust and RSB, KSB and OCB-O and the relationship between cognition-based trust and OCB-O. Their point is that these relationships are significant only for female supervisors. In addition, they show that gender similarity between the supervisor and the supervised matters, only when both are female. These findings limit the role of interpersonal trust in eliciting favorable organizational behavior across the board and question the portability of interpersonal trust theory across industries and cultures.

The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates' organizational tenure moderated the effect.

A structured questionnaire survey was used to collect data by 218 employees in a service-oriented private firm in the People's Republic of China.

The findings indicated that trust in leader mediated the relationship between servant leadership and subordinates' job satisfaction. Also, the positive effect of servant leadership on subordinates' trust in leader and job satisfaction was stronger for short-tenure subordinates than that for long-tenure subordinates.

This paper enriches the existing leadership literature and contributes to the research into how and why servant leadership may influence subordinates' attitudes.

Based on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).

Based on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.

(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.

(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.

(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.

The purpose of this paper is first, to assess the generalizability of the Integrative Model of organizational trust to the development of workplace trust in upward, downward, and lateral relationships. Second, it examines the relative importance of ability, benevolence, and integrity in predicting trust in supervisor, subordinate, and peer. Design/methodology/approach – Human resource professionals (n=187) from two sources (a human resource professionals’ organization and a large Canadian corporation) responded to an online survey.

The results indicate that the integrative model of organizational trust was applicable to trust in supervisor, subordinate, and peer. The results also suggest that the relative importance of ability, benevolence, and integrity in predicting trust differed according to the trustor‐trustee dyad.

A potential limitation of this study is that data regarding trust in each of the three referents (supervisor, subordinate, and peer) were obtained from the same raters. These findings need to be replicated with multi‐source data.

Given the necessity of trust for positive cooperative relationships, a better understanding of how to foster trustworthiness among individuals would be a benefit to society.

The findings provide valuable information for the development of effective and efficient trust‐building strategies for upward, downward, and lateral workplace relationships.

The paper describes a study which simultaneously examined trust in supervisor, trust in subordinate, and trust in peer. It also assessed the relative importance of the antecedents of trustworthiness across referent dyads using the relative weight analysis procedure strategy.

The purpose of this paper is to illuminate the mechanism which can explain and predict subordinates’ deferential behaviour in China.

Data were collected using mail surveys. The study used two sources of data (supervisor and subordinate) obtained via two separate sets of surveys. In total, 600 questionnaires were distributed to subordinate–supervisor dyads employed in a variety of organizations, and 441 dyad-level questionnaires were collected.

The paper revealed that supervisors’ political mentoring (PM) moderated the strength of the mediated relationships between a supervisor’s trust in the subordinate and the subordinate’s deference to supervisor via supervisor–subordinate guanxi. Furthermore, the direct interaction effect of a supervisor’s trust and PM influenced the subordinate’s deference to supervisor only when the level of PM was low.

This study clarifies the mechanism by which supervisor’s specific behaviours affect subordinate’s deference to supervisor, and explores how supervisor–subordinate dyad creates a reciprocal relationship. The research indicates the unique effect of supervisor’s PM in Chinese organizations, and reinforces the importance of considering supervisor’s trust in the subordinate.

The purpose of this paper is to explore how leaders' emotional intelligence (EI) influences subordinates' trust and to examine the roles played in the process by abusive supervision (a negative leadership) and leader‐member exchange (LMX) (a positive leadership).

According to revelations in the case of Foxconn's jumping events and LMX theory, this paper argues that low levels of leaders' EI affect their subordinates' perception of abusive supervision and tends to cause their mistrust of employers in return, further damaging the employer‐employee relationship. Tension will develop or be intensified among such relationships as time evolves and relationship length extends. A superior‐subordinate matching questionnaire survey was conducted among enterprises in Shenzhen, China. About 202 valid samples were eventually collected. The data were analyzed through correlation analysis, regression analysis, CFA, EFA and SEM using SPSS and LISREL.

The EI of superiors has a significant positive impact on the personal trust between subordinates and superiors, in which both abusive supervision and LMX play a partial mediating role; and the relationship length of superiors and subordinates plays a moderating role between LMX and affective trust.

The paper advises that when selecting leaders, more emphasis should be placed on EI, and managers should be trained to improve their emotional skills.

The paper extends the research on the antecedent and consequence variables of abusive supervision in Chinese enterprises, discussing both positive and negative leadership.