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Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.

We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.

Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.

This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.

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.

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).

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.

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.

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.

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.

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.

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.

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

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.

This study was designed to assess the predictors of citizens' trust in public leaders in Ghana. Specifically, it assesses the effect of eight trust variables—competence/ability, integrity, communication, benevolence, political/quality of governance, rational/economic, risk-taking and socio-demographic characteristics—on citizens' trust in public leaders—the president, members of parliament (MPs) and metropolitan, municipal and district chief executives (MMDCEs)—in Ghana from 2016 to 2018.

Summary statistics, bivariate correlation and binary logistic regression were employed to analyze 2,400 responses of Ghanaians obtained from the Afro-Barometer round seven surveys on Ghana (2016–2018).

The results reveal that competence/ability, that is to say, the performance of the president, MPs and MMDCEs, influence citizens' trust in these leaders. Furthermore, communication, benevolence, rationality, risk-taking and socio-demographic variables were significant predictors of citizens' trust in the president. Likewise, competence/ability, communication, politics, benevolence and socio-demographic variables were predictors of citizens' trust in MPs. Additionally, competence/ability, communication, integrity, politics, benevolence and socio-demographic variables influence citizens' trust in MMDCEs. In short, the rationality and risk-taking variables only influence trust in the president, while the political variables influence trust in MPs and MMDCEs. However, integrity influences trust in MMDCEs. Future studies can investigate the factors that account for these differences to augment the current literature.

This article is unique because it examines and compares citizens' trust in three categories of public leaders—the president, MPs and MMDCEs—in Ghana using nationally representative data.

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.

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.

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.

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

Transformational leadership and service performance of civil servants greatly affect the government’s administrative effectiveness. However, there are few studies on the influence mechanism of transformational leadership on service performance in the context of public organizations. Based on the social exchange theory, this study aims to construct and examine the dual path mediating process of affective trust and cognitive trust for the effects of transformational leadership on service performance.

Drawing from 268 supervisor–subordinate dyads civil servants at the municipal level in China across three waves.

Both affective trust and cognitive trust partly mediated the relationships between transformational leadership and service performance, which supported the underlying theoretical mechanism of social exchange theory and transformational leadership theory in explaining the dual relationship between leaders and subordinates. This study innovatively and empirically examined the effects of transformational leadership on service performance through dual trust in civil servants in China, thus bridging the gap in this knowledge.

This study innovatively and empirically examined the effects of transformational leadership on service performance through dual trust in civil servants in China, thus bridging the gap in this knowledge.

The purpose of this paper is to examine how a supervisor’s virtuous leadership as perceived by subordinates influences subordinates’ work-related well-being and to examine the mediating role of trust in the leader and the moderating roles of individual leader virtues and various characteristics of subordinates and organizations.

An online survey was conducted through Prolific among a self-selected sample of 1,237 employees who worked with an immediate supervisor across various industries in primarily the UK and the USA. Structural equation modeling was used to test the hypotheses.

The empirical results indicate that an immediate supervisor’s virtuous leadership as evaluated by the subordinate positively influences all three considered dimensions of work-related well-being – job satisfaction, work-related affect and work engagement – for a wide variety of employees in different industries and countries. A subordinate’s greater trust in the supervisor fully mediates this positive influence for job satisfaction and work engagement and partially for work-related affect. All five individual core leader virtues – prudence, temperance, justice, courage and humanity – positively influence work-related well-being.

The findings underscore that promoting virtuous leadership is a promising pathway for improved employee well-being, which may ultimately benefit individual and organizational performance.

Despite an age-old interest in leader virtues, the lack of consensus on the defining elements of virtuous leadership has limited the understanding of its consequences. Building on recent advances in the conceptualization and measurement of virtuous leadership and leader character, this paper addresses this void by exploring how virtuous leadership relates to employees’ well-being and trust.

This paper aims at examining the prospects and possibilities of autoethnography in trust research. The focus of this study is on trust-building in a management team from an esthetic leadership perspective. The empirical context of the study is the organization of higher education during a funding reform.

This study adopted a qualitative research strategy with co-produced autoethnographic methods. The data comprised the researcher's diary, field notes and written texts from informants. Autoethnographic methods were applied in data gathering; more precisely, the data were collected by the moving observing method of shadowing and complemented with the management team's written texts reporting their feelings. The data were analyzed by constructing autoethnographic vignettes and a critical frame story.

The findings of the study contribute to the methodological discussion of autoethnographic research when studying a complex phenomenon such as trust-building. The findings suggest that the role of authenticity in trust-building may vary depending on the esthetic leadership style. Furthermore, the findings contribute to the esthetic leadership theory by a proposal of esthetic reassurance as intentional leader-embodied communication aiming to reinforce follower trust in a leader.

Co-produced autoethnography is applied in studying trust-building. Furthermore, this paper provides an inside view of the meaning of esthetics in leader-follower relationships in higher education organizations.

The purpose of this paper is to examine, among the possible causes, whether trust in the leader is one of the most relevant factors on the success of a virtual work team by analyzing different antecedents of the trust and its consequences.

The influence that certain physical and behavioral characteristics of the leader (attractiveness, empathy and justice) exert on the degree of trust is evaluated. On the other hand, the influence of trust on the efficiency of the team, in terms of organizational citizenship behavior and commitment, is analyzed. To test the model, a survey was conducted on real work teams and the data were analyzed through a model of structural equations.

The results support the hypotheses and consequently, the relevance of trust in the leader. Specifically, the leader’s physical and behavioral characteristics have a significant effect on the trust in the leader. This trust results in greater organizational efficiency.

Despite the undisputable growth in the number of companies using virtual teams, it is also true that many of these teams fail to perform. In this sense, this paper analyzes if certain factors related to leadership can be relevant when influencing the efficiency of a virtual work team. This paper contributes to a better understanding of the internal processes within a virtual team in order to maximize the chances of success in this type of organizations.

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.