Trust and the Relationship Between Leadership and Follower Performance: Opening the Black Box in Australia and China

Gian Casimir · David A. Waldman · Timothy Bartram · Sarah Yang

162 citations0/0 files storedJournal of Leadership & Organizational Studies

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Employee Performance and Leadership Job Satisfaction and Organizational Behavior Global and Cross-Cultural Management

Abstract

This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture moderated the mediation effects of trust on the leadership-performance relationship. The findings highlight the need to consider the cultural context within which leadership occurs when attempting to understand mediated relationships with performance outcomes.

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References

1981Culture's Consequences: International Differences in Work-Related Values 2017Exchange and Power in Social Life 1983Culture's Consequences: International Differences in Work-Related Values.1995An Integrative Model Of Organizational Trust 1965Exchange and Power in Social Life.1987Leadership and Performance beyond Expectations 1965Inequity In Social Exchange 1964Work and motivation

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