Department of Psychology, National University of Singapore.
School of Management, University of South Australia.
J Appl Psychol. 2017 Apr;102(4):648-657. doi: 10.1037/apl0000189. Epub 2017 Jan 5.
Low levels of employee trust in top leaders pose challenges to organizations with respect to retention, performance, and profits. This research examines how trust in top leaders can be fostered through the relationships individuals have with their direct leaders. We propose a trickle-up model whereby trust in direct leaders exerts an upward influence on trust in top leaders. Drawing on the group value model, we predict that direct leaders' procedural justice serves as the key mechanism in facilitating the trickle-up process. Further, this process should be particularly strong for employees high on vertical collectivism, and the trickled-up trust in top leaders should exert a stronger impact on employees' overall performance in the organization than trust in direct leaders. Multiphase and multisource data from 336 individuals support these hypotheses. The findings advance our understanding of trust and leadership by highlighting that trust in leaders at different levels does not form independently and that trust in leaders trickles up across hierarchical levels. (PsycINFO Database Record
员工对高层领导的信任度低，给组织在保留人才、提高绩效和增加利润方面带来挑战。本研究探讨了如何通过个人与直接领导的关系来培养对高层领导的信任。我们提出了一个自上而下的模式，即对直接领导的信任对高层领导的信任产生向上的影响。借鉴群体价值模型，我们预测直接领导的程序公正作为促进自下而上过程的关键机制。此外，对于垂直集体主义程度高的员工来说，这个过程应该更强，而对高层领导的自下而上的信任应该比对直接领导的信任对员工在组织中的整体绩效产生更大的影响。来自 336 个人的多阶段和多来源数据支持这些假设。研究结果通过强调不同层次的领导信任不是独立形成的，以及领导信任是自上而下的，从而加深了我们对信任和领导的理解。
