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Article
Publication date: 15 February 2024

Michael K. Dzordzormenyoh

This study investigates the factors that influence citizens trust in public leaders [i.e. presidents, members of parliament (MPs) and local government leaders (LGs)] in 34…

Abstract

Purpose

This study investigates the factors that influence citizens trust in public leaders [i.e. presidents, members of parliament (MPs) and local government leaders (LGs)] in 34 countries in Africa between 2019 and 2021.

Design/methodology/approach

Individual-level data with a sample size of 48,084 was obtained from the Afro-Barometer round 8 survey only and analyzed using multivariate binary logistic regression.

Findings

Several important and intriguing observations were made from this analysis: (1) the performance of public leaders influences citizens trust in their leaders; (2) the perceived corruption of public leaders and civil servants and the level of corruption influence citizens trust in public leaders; (3) perceived neighborhood problems (i.e. fear of violence, fear of terrorism and service delivery) influence citizens trust in their public leaders and (4) the socio-demographic characteristics of citizens (i.e. age, religion, education, location, employment and political party affiliation) influence citizens trust in their public leaders.

Originality/value

This study is exceptional in two ways: (1) it examines and compares citizens trust in public leaders across different levels, i.e. presidents, MPs and LGs in Africa and (2) it examines and compares the factors influencing citizens trust in public leaders in Africa comparatively.

Details

International Journal of Public Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 2 February 2024

Qiuyun Guo and Zhongyan Zhang

Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been…

Abstract

Purpose

Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.

Design/methodology/approach

Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.

Findings

The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.

Originality/value

This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Abstract

Details

Globalization, Political Economy, Business and Society in Pandemic Times
Type: Book
ISBN: 978-1-80071-792-3

Book part
Publication date: 8 December 2016

Benjamin Kutsyuruba and Keith D. Walker

It is well known that trust is an essential, yet a fragile part of organizational life. Because trust sometimes has to be placed without guarantees, it will inevitably be broken…

Abstract

It is well known that trust is an essential, yet a fragile part of organizational life. Because trust sometimes has to be placed without guarantees, it will inevitably be broken, violated, and damaged when parties involved in trustworthy relationships let others down. When trust-destroying events occur, trust is shattered and its level plummets quickly into the domain of distrust. The speed with which trust can be destroyed depends on the magnitude of damage from the act of untrustworthiness and the perceived intentionality of the untrustworthiness. Moreover, if seen as intentional, the destruction of trust is particularly severe, as intentional untrustworthiness reveals malevolent intentions that are seen as highly predictive of future untrustworthiness. Often, leaders are the ones responsible for improper handling of, destroying, or violating trust in their organizations. In this chapter, we explore the consequences of leaders for violating trust and examine how trust changes over time as a function of different types of violations and attempts at restoration. We argue that because distrust may irrevocably harm organizations, leaders as moral agents need to consciously work to rebuild relationships, restore broken trust, and instill hope.

Details

The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations
Type: Book
ISBN: 978-1-78635-499-0

Keywords

Article
Publication date: 26 September 2023

Peng Liu, Xiao Fei Chen, Ya Xi Cheng and Shan Shan Xiao

Teacher well-being has been a concern, but there has been a lack of research on how teacher leadership can contribute to teacher well-being in a high-accountability context and a…

Abstract

Purpose

Teacher well-being has been a concern, but there has been a lack of research on how teacher leadership can contribute to teacher well-being in a high-accountability context and a hierarchical education system such as that of China, particularly through the meditating roles of trust in the leader and teacher efficacy. Therefore, the purpose of this study was to understand the relationship between teacher leadership and teacher well-being while exploring the mediating roles of trust in leaders and teacher efficacy in this relationship.

Design/methodology/approach

Using structural equation modeling (SEM) and bootstrap methods with valid answers from 1,144 teachers in 25 primary schools in 1 Chinese city, this study mainly answered three questions: Is there a significant relationship between teacher leadership and teacher well-being? Is there a significant mediating effect of trust in leaders on the relationship between teacher leadership and teacher well-being? Is there a significant mediating effect of teacher efficacy on the relationship between teacher leadership and teacher well-being?

Findings

This study reported a positive relationship between teacher leadership and teacher well-being. This study also found positive mediating roles for trust in leaders and teacher efficacy in the relationship between teacher leadership and teacher well-being in a high-accountability and hierarchical system like that of China.

Originality/value

This study provides an understanding of the transferability of teacher leadership theories across cultures and has practical significance for educational practice in high-accountability and hierarchical education contexts similar to that of China.

Details

Journal of Educational Administration, vol. 61 no. 6
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 1 June 2023

Dongqing Yu and Junjun Chen

The current study investigated the impact of organisational trust on emotional well-being and performance of middle leaders during the coronavirus disease 2019 (COVID-19) pandemic.

Abstract

Purpose

The current study investigated the impact of organisational trust on emotional well-being and performance of middle leaders during the coronavirus disease 2019 (COVID-19) pandemic.

Design/methodology/approach

A convenience sample of 265 middle leaders in kindergartens in China responded involving trust in schools (e.g. trust in principal and trust in colleagues), emotional well-being and job performance. Both confirmatory factor analysis and structural equation modelling (SEM) were used in the investigation.

Findings

Three hypotheses on the relationships between the three constructs were verified. Trust in schools significantly influenced emotional well-being and job performance of middle leaders which correlated with each other. The interactive effects of trust in principal and trust in colleagues were discussed for improving the well-being and job performance of middle leaders. Relationships between the two kinds of trust and pride were also identified in the research.

Research limitations/implications

Further studies may put efforts towards improving these three outcomes synchronously.

Practical implications

Based on the evidence of the current study, future research may focus on how middle leaders act as a bridging role between different stakeholders such as principal and teachers, principal and parents, teachers and children, meanwhile how to boost the leaders' own well-being and performance in the early childhood education (ECE).

Originality/value

This study established the empirical linkages between school trusts, emotional well-being and job performance.

Details

Journal of Educational Administration, vol. 61 no. 6
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 28 February 2023

Talat Islam, Areela Khatoon, Amna Umer Cheema and Yasir Ashraf

Employee work engagement has become a major concern for managers as hardly 21% of employees are engaged in their work. Therefore, this study aims to unveil the association between…

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Abstract

Purpose

Employee work engagement has become a major concern for managers as hardly 21% of employees are engaged in their work. Therefore, this study aims to unveil the association between ethical leadership and employee engagement. Specifically, the study explores the mediating role of trust in leader between ethical leadership and employee work engagement and moderating role of harmonious work passion in the association between trust in leader and employee work engagement.

Design/methodology/approach

This study collected data from 491 employees and their immediate supervisors working in various organizations (in Pakistan) through “Google Forms”. The data were analyzed through analysis of moment structure (AMOS) and structural equation modeling (SEM) was applied to examine measurement model (for unidimensionality) and structural model (for hypotheses testing).

Findings

The study noted that ethical leaders positively influence their subordinates to engage in their work. In addition, employees' trust in leader was noted to mediate the association between ethical leadership and employee work engagement. Finally, employees high in harmonious work passion are more likely to engage in their work when perceived their leaders ethical style.

Practical implications

The study suggests to management that fair dealing and involvement in decision-making (ethical leadership) improve employee work engagement as such practices build employees' level of trust in their leaders. In addition, management is suggested to give freedom to employees while selecting their tasks as it positively contributes to their harmonious work passion which ultimately benefits the organization.

Originality/value

Drawing upon social exchange and self-determination theory, this study is the first of its kind that explored the moderating role of harmonious work passion and mediating role of trust in leader between ethical leadership and employee work engagement.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 13 February 2023

Muhammad Muzammil Ghayas, Malik Muhammad Sheheryar Khan, Sanjeev Kumar and Syed Mofazzal Mohyuddin

The purpose of this paper is to investigate the impact of the role of trust in leaders in the relationship between dimensions of servant leadership and dimensions of…

Abstract

Purpose

The purpose of this paper is to investigate the impact of the role of trust in leaders in the relationship between dimensions of servant leadership and dimensions of organizational commitment in the information technology (IT) sector of Pakistan in post-COVID era. This paper also highlights the role of trust in leader as mediating mechanism among the examined variables.

Design/methodology/approach

Self-administered questionnaires were distributed to IT professional working in the IT sector of Pakistan. The sample included 283 across Pakistan. Structural equation modeling was used to analyze the data.

Findings

Results indicated that trust in a leader has a significant indirect effect on the relationship between the dimensions of servant leadership and organizational commitment. Upon further investigation, it is found that in the majority of cases, the nature of mediation is partial in nature. Whereas, it is found that trust in leader fully mediates the relationship between persuasive mapping and normative commitment. Furthermore, trust in leader is also found to be fully mediating the relationship between emotional healing and continuance commitment.

Research limitations/implications

This study is limited to the geographical boundaries of Pakistan, results obtained during the course of study have limited generalizability outside the country.

Originality/value

This paper aims at addressing a gap in the literature by developing a model of how trust in leader mediates the relationship between servant leadership and organizational commitment, and examine relationship between individual dimensions of servant leadership and organizational commitment.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 28 June 2022

Shuwei Hao and Ping Han

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice…

Abstract

Purpose

The purpose of this paper is to investigate the moderating roles of trust in leaders and felt trust by leaders on the relationship between proactive personality and voice behaviour.

Design/methodology/approach

Self-report data were collected from 242 employees in China using an online survey.

Findings

Trust strengthens, whereas felt trust weakens the relationship between proactive personality and voice behaviour. Proactive personality is related to voice behaviour more positively when trust in leaders is high or when felt trust by leaders is low.

Practical implications

Trust in leaders and felt trust by leaders provide different motivational cues for employee proactivity. It would be wise for leaders to develop different trusting relationships with employees who have different levels of proactive personality. If leaders expect to promote voice behaviour in the workplace, they should gain trust from proactive employees by demonstrating their own trustworthiness while signalling or granting trust to less proactive employees by engaging in trusting behaviours.

Originality/value

The present research extends the boundary conditions of the effectiveness of proactive personality by demonstrating that proactive employees' motivation to speak up can be enhanced or substituted by relational variables. The authors thus underscore the importance of the personality × relations perspective when examining employee proactivity. In addition, the authors contribute to the trust literature by advancing the understanding of different roles of trust and felt trust in influencing proactive motivation in social interactions.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 16 December 2019

Zhu Yao, Xianchun Zhang, Zhenxuan Liu, Lili Zhang and Jinlian Luo

This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.

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Abstract

Purpose

This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China.

Design/methodology/approach

The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees.

Findings

Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior.

Originality/value

This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

Details

Chinese Management Studies, vol. 14 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

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