Differentiating two facets of trust in colleagues

Abstract

Purpose The purpose of this paper is to examine the relationship between ethical leadership and employee cross-team knowledge sharing via the differentiating mediating effects of cognitive and affective trust in colleagues. Design/methodology/approach Multi-source and multi-wave data were collected from 214 dyads of employees and their supervisors. Linear regression was employed to examine the hypotheses. Findings Ethical leadership positively predicts employee cross-team knowledge sharing. Affective trust in colleagues mediates the relationship between ethical leadership and employee cross-team knowledge sharing, whereas cognitive trust in colleagues does not. The hypothesis – the mediating effect of affective trust in colleagues between ethical leadership and cross-team knowledge sharing is greater than that of cognitive trust in colleagues – is not supported. Originality/value This study extends understanding of the influence of ethical leadership on cross-team knowledge sharing. It further differentiates cognitive and affective trust in colleagues between ethical leadership and cross-team knowledge sharing. These findings are valuable for improving the research of leadership practices and knowledge sharing.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 20 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.