Care to trust? Gender and trust in leaders during the Coronavirus pandemic

The purpose of this study was to determine the effect of transformational leadership, job satisfaction, trust in leaders on employee engagement at PT.Bali Bijaksana Nusa Dua – Bali. The number of samples in this study were 75 employees with a simple random sampling method. Data collection used questionnaire. The data analysis technique used is the classical assumption test, multiple linear regression analysis, t-test, F-test and test coefficient of determination. The results of the study show that there are positive and partial positive effects of transformational leadership, job satisfaction, and trust in leaders in increasing employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. The results showed that the transformational leadership regression coefficient (X1) was 0.268 with a value that meant that each increase in transformational leadership variables could increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Job satisfaction regression coefficient (X2) is equal to 0.303, which means that every increase in job satisfaction variables can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Regression coefficient value to leader (X3) is equal to 0.256, which means that every increase in the trust variable in the leader can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. As the results of the determination coefficient of 0.657, its means that 65.7% can explain the model or influence of each variable on work engagement, while the rest (100% -65.7% = 34,3%) is explained by other reasons outside research model.

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Introduction

10.1093/oso/9780190695781.003.0001 ◽

2018 ◽

Author(s):

Barbara Kellerman

Keyword(s):

Half Century ◽

Trust In Leaders

The chapter sets the stage for a sharply critical look at the leadership pedagogy that characterizes the leadership industry. It reminds the reader of how trust in leaders, in all leaders, has dropped dramatically in the last half-century and suggests that the casual, even sloppy way in which leadership is taught is directly related and largely responsible. The chapter introduces the distinctions among occupations, vocations, and professions, and it indicates that leadership, for a constellation of reasons, is far from being a profession. It is an occupation. Leadership has, alas, none of the trappings of the most obvious professions, notably medicine and law. However, as the chapter ultimately makes clear, all is not lost. While learning to lead presents problems, there are some solutions.

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Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

Group & Organization Management ◽

10.1177/1059601120917589 ◽

2020 ◽

Vol 45 (5) ◽

pp. 599-636 ◽

Cited By ~ 1

Author(s):

Mladen Adamovic ◽

Peter Gahan ◽

Jesse E. Olsen ◽

Bill Harley ◽

Joshua Healy ◽

...

Keyword(s):

Task Conflict ◽

Relationship Conflict ◽

Cognitive Trust ◽

Trust In Leaders ◽

Negative Effect ◽

Role Description ◽

High Level ◽

Organizational Hierarchies ◽

Conflict Research ◽

And Task

With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.

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Examining the effects of trust in leaders: A bases-and-foci approach

The Leadership Quarterly ◽

10.1016/j.leaqua.2009.10.004 ◽

2010 ◽

Vol 21 (1) ◽

pp. 50-63 ◽

Cited By ~ 117

Author(s):

Jixia Yang ◽

Kevin W. Mossholder

Keyword(s):

Trust In Leaders

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Positive Organizational Scholarship and Trust in Leaders

10.1093/oxfordhb/9780199734610.013.0034 ◽

2011 ◽

Cited By ~ 5

Author(s):

Karen E. Mishra ◽

Aneil K. Mishra

Keyword(s):

Positive Organizational Scholarship ◽

Trust In Leaders ◽

Organizational Scholarship

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Moral Dimensions of Leadership

Oxford Research Encyclopedia of Education ◽

10.1093/acrefore/9780190264093.013.785 ◽

2020 ◽

Author(s):

Frank D. Davidson ◽

Thomas R. Hughes

Keyword(s):

Ethical Leadership ◽

Educational Administration ◽

National Policy ◽

Educational Leaders ◽

Moral Leadership ◽

Best Interests ◽

Educational Institutions ◽

Trust In Leaders ◽

Moral Dimensions ◽

Professional Ethos

The development of moral and ethical leadership in practicing and aspiring leaders is essential for the success of educational institutions. Leaders demonstrate moral and ethical leadership through striving to act in a manner reflective of the best interests of students. Such leadership is guided by a personal vision reflecting values such as integrity, fairness, equity, social justice, and respect for diversity. These qualities are reflected in the 2015 Professional Standards for Educational Leaders published by the National Policy Board for Educational Administration. One’s understanding of moral and ethical leadership can be strengthened by seeing the connections between moral leadership and the related themes of transformational leadership, authentic leadership, and trust in leaders. School leaders can help to create ethical schools by developing and being guided by a vision-driven professional ethos, manifesting that ethos in interactions with others, engaging staff in the co-creating of a vision-driven school, and through advocacy in the larger community.

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Narcissistic leadership and voice behavior: the role of job stress, traditionality, and trust in leaders

Chinese Management Studies ◽

10.1108/cms-11-2018-0747 ◽

2019 ◽

Vol 14 (3) ◽

pp. 543-563 ◽

Cited By ~ 4

Author(s):

Zhu Yao ◽

Xianchun Zhang ◽

Zhenxuan Liu ◽

Lili Zhang ◽

Jinlian Luo

Keyword(s):

Job Stress ◽

Mediation Effect ◽

Employee Voice ◽

Employee Behavior ◽

Voice Behavior ◽

Content Type ◽

Trust In Leaders ◽

The Impact ◽

The Voice

Purpose This study aims to investigate the impact of narcissistic leadership on employee voice behavior from the perspective of job stress, trust in leaders and traditionality in China. Design/methodology/approach The authors conducted a survey on 437 employees to assess their narcissistic leadership in Time 1. In Time 2, they measured their job stress, trust in leaders and traditionality. In Time 3, they assessed the voice behavior of these employees. Findings Narcissistic leadership correlates positively with employees’ job stress, which mediates between narcissistic leadership and employee voice behavior. Trust in leaders negatively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. In addition, traditionality positively moderates the correlation between job stress and employee voice behavior, as well as moderates the mediation effect of job stress on the correlation between narcissistic leadership and employee voice behavior. Originality/value This study establishes the impact of narcissistic leadership on employee behavior from the perspective of job stress, trust in leaders and traditionality.

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