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Cited by 386Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipWorkplace Health and Well-being

Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership

Kelloway, E. Kevin, Turner, Nick, Barling, Julian, Loughlin, Catherine·2012·Work & Stress
DOI 10.1080/02678373.2012.660774
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Abstract

The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed.

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Crossref · 10.1080/02678373.2012.660774

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Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • All transformational subdimensions predict trust.

    “All transformational subdimensions predict trust (e.g., Kelloway et al., 2012).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Kelloway et al., 2012

  • Leaders who are disengaged (laissez-faire leadership) or engage in punitive behaviours (management-by-exception) likely undermine the development of trust.

    “However, leaders who are disengaged (i.e., laissez-faire leadership) or engage in punitive behaviours (i.e., management-by-exception) likely undermine the development of trust (e.g., Kelloway et al., 2012).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Kelloway et al., 2012

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Authors
Kelloway, E. K., Turner, N., Barling, J., & Loughlin, C.
Affiliations
  • Saint Mary's University (CA)
  • University of Manitoba (CA)
  • Queen's University (CA)
Corresponding author
Kelloway, E. Kevin
ORCID
Venue
Work & Stress
Publisher
Informa UK Limited
Published
2012-01
Volume
26
Issue
1
Pages
39-55
ISSN
  • 0267-8373 (ISSN-L)
  • 1464-5335
DOI
10.1080/02678373.2012.660774
OpenAlex
W2139504286
Cited by
386
References
4
Citations by year
2026: 22 · 2025: 23 · 2024: 28 · 2023: 37 · 2022: 42 · 2021: 34 · 2020: 37 · 2019: 31 · 2018: 17 · 2017: 31 · 2016: 29 · 2015: 18 · 2014: 18 · 2013: 16 · 2012: 3
FWCI
35.63
Type
journal article
Language
en
Open access
closed
Locations
Work & Stress (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Health Sciences › Health Professions › General Health Professions › Workplace Health and Well-being
Keywords
transformational leadership, employee psychological well-being, trust in leadership, mediation, management by exception, laissez-faire leadership, leader-employee relationship

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