The Impact of Leader Trustworthiness on Employee Voice and Performance in China

Document Type

Article

Department or Administrative Unit

Management

Publication Date

8-27-2018

Abstract

Using a sample of 488 employees from a large information technology firm in mainland China, this article examines the relationships between leader trustworthiness, employee voice, and supervisor-rated employee performance, as well as individual employee perceptions of organizational attitudes toward uncertainty. Drawing from social cognitive theory, as well as from the literatures on leader trustworthiness and employee voice, this article explores the mediating mechanism of employee voice within the leader trustworthiness–employee performance relationship. Within this Chinese context, employee voice was found to partially mediate the positive relationship between leader trustworthiness and employee performance ratings. Employee perceptions of organizational attitudes toward uncertainty were also found to strengthen the mediated relationship. Implications and limitations are discussed.

Comments

This article was originally published in Journal of Leadership & Organizational Studies. The full-text article from the publisher can be found here.

Due to copyright restrictions, this article is not available for free download from ScholarWorks @ CWU.

Journal

Journal of Leadership & Organizational Studies

Rights

© The Authors 2018

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