Fr-OR-S94-1 - Proactive-Trust Asymmetries And Affect: A Social Identity Perspective

Oral Presentation
Part of:
15 minutes
Conflict in organizations
Proactive-Trust Asymmetries and Affect: A Social Identity Perspective
A. Grazi*
Recent research has indicated that perceived similarity between workers and their managers influence a number of workplace processes and performance (Li & Thatcher,2015). Based on this research, the present study sought to assess the influence of “proactive behaviour asymmetries” between workers and managers on their trust relations. It also attempted to understand how the resulting trust between the dyad influences their affective relations. Using Social Identity Theory (Tajfel ,1982) as an explanatory framework the research sought to establish that a) dyads who view each other as being similar are more likely to trust each other compared to dyads who  view each other as being different ;b) dyads who trust each other are more likely to experience positive emotions towards each other compared to dyads who trust each other less.
Employing a series of specially designed vignettes, 329 Irish students responded to a 15 minute online survey.  Results supported both hypothesis suggesting that perceptions of similarity within the dyad is positively related to trust and positive affect; whereas perception of being different was negatively related to trust and to positive affect.
The research extends the contention that social identity matching plays an important role in trust development and that social exchange is not the only factor at play in reciprocal relations at work. Furthermore, social identity theory suggests that perceptions of similarity also elicits positive emotions which leads to employee productivity (Greenberg & Edwards, 2009). Repercussions for managers and leaders are expand and several lines of future research are identified. 

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