Rai Savita S, Koodamara Navin Kumar
Manipal Institute of Management, Manipal Academy of Higher Education (MAHE), Karnataka, Manipal 576104, India.
Acta Psychol (Amst). 2025 Jul;257:105092. doi: 10.1016/j.actpsy.2025.105092. Epub 2025 May 24.
This study examines the link between trust in leader, employee silence, and affective, normative, and continuance organizational commitment. Additionally, this study analyzes how employee silence mediates the link between trust in leader and organizational commitment. This study also examines how ethical leadership moderates the link between trust in leader and employee silence. A cross-sectional quantitative method was adopted to examine the relationship between the constructs. The respondents were public and private sector bank employees located in Southern India. The result reveals that employee silence significantly influences various dimensions of affective commitment, continuance commitment and normative commitment of the employee. There exists a significant relationship between trust in leader and normative commitment. However, the study had found insignificant relationship between trust in a leader and affective commitment and continuance commitment. Interestingly, the results indicate that employee silence significantly mediates the relationship between trust in the leader and affective commitment as well as continuance commitment. Moreover, ethical leadership significantly moderates the relationship between trust in a leader and employee silence. The findings imply that when ethical leadership is high, trust in the leader helps reduce the employees' silent behavior. It is observed that the organization can address the reason for the existence of various motives for an employee's commitment when they focus on trust in the leader and the employee's silent behavior. Another finding of the study states that organizations must groom immediate supervisors' ethical leadership qualities to enhance the relationship between supervisor and subordinate. The presence of silence behavior among employees' is very challenging, as it is unobservable. It is also crucial to identify its presence as employee silence is detrimental to the organization. This study contributes to a better understanding of the relationship between trust in a leader and employee silence and its consequences in shaping various dimensions of organizational commitment in the context of the banking sector.
本研究考察了领导信任、员工沉默与情感性、规范性和持续性组织承诺之间的联系。此外，本研究分析了员工沉默如何在领导信任与组织承诺之间起中介作用。本研究还考察了道德领导如何调节领导信任与员工沉默之间的联系。采用横截面定量方法来检验这些构念之间的关系。受访者是印度南部公立和私营部门银行的员工。结果表明，员工沉默对员工情感承诺、持续性承诺和规范性承诺的各个维度有显著影响。领导信任与规范性承诺之间存在显著关系。然而，该研究发现领导信任与情感承诺和持续性承诺之间不存在显著关系。有趣的是，结果表明员工沉默在领导信任与情感承诺以及持续性承诺之间起显著中介作用。此外，道德领导显著调节领导信任与员工沉默之间的关系。研究结果表明，当道德领导水平较高时，对领导的信任有助于减少员工的沉默行为。可以观察到，当组织关注对领导的信任和员工的沉默行为时，能够解决员工产生各种承诺动机的原因。该研究的另一个发现是，组织必须培养直属上级的道德领导品质，以加强上级与下级之间的关系。员工中沉默行为的存在极具挑战性，因为它难以察觉。识别其存在也至关重要，因为员工沉默对组织不利。本研究有助于更好地理解领导信任与员工沉默之间的关系及其在塑造银行业背景下组织承诺各维度方面的后果。
