Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance

Autor/inn/en	Schaubroeck, John; Lam, Simon S. K.; Peng, Ann Chunyan
Titel	Cognition-Based and Affect-Based Trust as Mediators of Leader Behavior Influences on Team Performance
Quelle	In: Journal of Applied Psychology, 96 (2011) 4, S.863-871 (9 Seiten) PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0021-9010
DOI	10.1037/a0022625
Schlagwörter	Financial Services; Trust (Psychology); Teamwork; Foreign Countries; Influences; Administrator Behavior; Affective Behavior; Models; Replication (Evaluation); Psychological Characteristics; Leadership Styles; Job Performance; Social Cognition; Measurement Techniques; Comparative Education; Employee Attitudes; Occupational Surveys; Industrial Psychology; Hong Kong; United States + Suchen Sie Ihr Suchwort? Ausland; Influence; Einfluss; Einflussfaktor; Affective disturbance; Active behaviour; Affektive Störung; Analogiemodell; Führungsstil; Work performance; Arbeitsleistung; Soziale Kognition; Messtechnik; Vergleichende Erziehungswissenschaft; Arbeitnehmerinteresse; Berufsanalyse; Betriebspsychologie; Industriepsychologie; Hongkong; USA
Abstract	We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories. (Contains 1 figure, 3 tables, and 1 footnote.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10