The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust
Open accessAbstract
This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
Trust is proffered as an explanatory mechanism for the impact of newer leadership styles.
“Given the frequency with which trust is proffered as an explanatory mechanism for the impact of these styles (e.g., Chen et al., 2014; Den Hartog, 2015; Miao et al., 2014), our meta-analysis offers an update of what is known and what remains to be studied in understanding this important relationship.”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Miao et al., 2014
Empirical studies investigating the relationship between the different bases of trust and performance show mixed results, with some reporting affective trust as a more powerful antecedent and others reporting cognitive trust has a stronger relationship with performance.
“Empirical studies investigating the relationship between the different bases of trust and performance also show mixed results with some studies reporting that affective trust is a more powerful antecedent (e.g., Miao et al., 2014; Yang & Mossholder, 2010), while others report cognitive trust has a stronger relationship with performance (e.g., Zhu & Akhtar, 2014a; Yang et al., 2009).”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Miao et al., 2014
Cites
An integrative model of organizational trust
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995) · The Academy of Management Review · doi:10.2307/258792 · Cited by 10,736 · see citing works
Affect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations
McAllister, D. J. (1995) · Academy of Management Journal · doi:10.2307/256727 · Cited by 7,346 · see citing works
A Reliability Coefficient for Maximum Likelihood Factor Analysis
Tucker, L. R., & Lewis, C. (1973) · Psychometrika · doi:10.1007/bf02291170 · Cited by 7,330 · see citing works
Lewis, J. D., & Weigert, A. (1985) · Social Forces · doi:10.2307/2578601 · Cited by 4,163 · see citing works
Rempel, J. K., Holmes, J. G., & Zanna, M. P. (1985) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.49.1.95 · Cited by 3,146 · see citing works
CREATIVE SELF-EFFICACY: ITS POTENTIAL ANTECEDENTS AND RELATIONSHIP TO CREATIVE PERFORMANCE.
Tierney, P., & Farmer, S. M. (2002) · Academy of Management Journal · doi:10.2307/3069429 · Cited by 2,787 · see citing works
Proactive Behavior in Organizations
Crant, J. M. (2000) · Journal of Management · doi:10.1177/014920630002600304 · Cited by 2,701 · see citing works
Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007) · Journal of Applied Psychology · doi:10.1037/0021-9010.92.4.909 · Cited by 2,606 · see citing works
Mooney, C., & Duval, R. (1993) · doi:10.4135/9781412983532 · Cited by 893 · see citing works
Huang, X., Iun, J., Liu, A., & Gong, Y. (2010) · Journal of Organizational Behavior · doi:10.1002/job.636 · Cited by 407 · see citing works
Self-citation
Flagged first, then by citations
Cited by
Sorted by citations
A meta-analysis of the role of trust in the leadership- performance relationship
Legood, A., van der Werff, L., Lee, A., & Den Hartog, D. (2021) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1819241 · Cited by 193 · see citing works
- Authors
- Miao, Q., Newman, A., & Huang, X.
- Affiliations
- Zhejiang University (CN)
- Monash University (AU)
- Hong Kong Polytechnic University (HK)
- Corresponding author
- Newman, Alexander
- Venue
- The International Journal of Human Resource Management
- Publisher
- Informa UK Limited
- Published
- 2014-07-15
- Volume
- 25
- Issue
- 20
- Pages
- 2796-2810
- ISSN
- 0958-5192 (ISSN-L)
- 1466-4399
- OpenAlex
- W1988578556
- Cited by
- 114
- References
- 10
- Citations by year
- 2026: 10 · 2025: 9 · 2024: 13 · 2023: 14 · 2022: 16 · 2021: 9 · 2020: 8 · 2019: 12 · 2018: 9 · 2017: 8 · 2016: 3 · 2015: 3
- FWCI
- 10.26
- Type
- journal article
- Language
- en
- Open access
- green
- figshare.com
- Licence
- cc-by
- Locations
- The International Journal of Human Resource Management (publishedVersion)
- Figshare (submittedVersion, cc-by)
- 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
- Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
- Keywords
- democratic leadership, employee performance, organizational citizenship behavior, affective trust, cognitive trust, mediating effect of trust, supervisor-subordinate relationships, social exchange theory, leadership behavior
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
