Fr-OR-S81-3 - Leadership And Trust: A Meta-Analytical Review Of The Literature

Leadership and followership
Oral Presentation
Part of:
Friday May 19   10:45 AM to 11:00 AM (15 minutes)
Leadership and management
Leadership and followership
Leadership and Trust: A Meta-Analytical Review of the Literature
A. Legood 1,*, L. van der Werff 2, A. Lee 3, D. den Hartog 4
1Work and Organisational Psychology Group, Aston University, Birmingham, United Kingdom, 2HR Management Group, Dublin City University, Dublin, Ireland, 3People, Management and Organisations, University of Manchester, Manchester, United Kingdom, 4Faculty of Economics and Business, University of Amsterdam, Amsterdam, Netherlands
Content: Purpose
The idea that leaders are able to promote trust in their employees is well known. As such, trust is often featured as an important mechanism for the positive effects of leadership on performance however, invariably; these relationships are examined in isolation of other leadership styles. The primary goal of this research is to investigate the relative effects of different leadership styles on performance via trust.
This paper reports preliminary meta-analytical findings examining the link between eight leadership styles (transformational, transactional, authentic, ethical, servant, LMX, paternalistic & destructive leadership) and performance, via the mediator of trust in the leader, across 95 independent samples. 
Using meta-analytical structural equation modelling, the findings provide insight as to which of the leadership style included is most effective in leveraging performance via trust. We also  investigate whether the findings vary as a function of trust dimension, either cognitive or affective.
The results are driven by the data that is available in primary studies. As such, limitations in design, such as an over-reliance on cross-sectional studies, are an issue.
 Research/Practical Implications
This research contributes to current knowledge on leadership by determining if there is any empirical redundancy across the various leadership styles in terms of their ability to engender trust. Further, our findings will be useful for the design of leadership development programmes in contexts where trust is vital.
The findings build and extend the seminal work of Dirks and Ferrin (2002) by including a broader range of contemporary leadership styles. 

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