Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance

We theorized and tested an integrated model that examines the simultaneous effects of authentic self-expression and self-enhancement (including authentic and exaggerated self enhancement) on employee outcomes. Using a multisource, two-wave survey design and a sample of 143 working groups from 566 employees, we tested the indirect effects of self-presentation on job performance through (a) trust from coworkers and (b) felt trust from coworkers. We found that through trust from coworkers, authentic self-expression had a positive indirect effect on job performance, whereas authentic and exaggerated self-enhancement had negative indirect effects. Via felt trust from coworkers, authentic self-enhancement had a positive indirect effect on job performance, whereas exaggerated self-enhancement had a negative indirect effect. In addition, we identified a boundary condition of these relationships. The positive relationship between authentic self-expression and trust from coworkers and the negative relationship between exaggerated self-enhancement and trust from coworkers were stronger when working for highly authentic leaders. Contrary to expectations, the relationship between authentic self-enhancement and trust from coworkers was negative and significant when working for less authentic leaders.

Trust in Open Source Software Development Communities

This study presents the significance of trust for the formation of an Open Source Software Development (OSSD) community. OSSD has various challenges that must be overcome for its successful operation. First is the development of a community, which requires a healthy community formation environment. Taking into consideration various factors for community formation, a strong sense of TRUST among its members has been felt. Trust development is a slow process with various methods for building and maintaining it. OSSD is teamwork but the team is of unknowns and volunteers. Trust forms a pillar for effective cooperation, which leads to a reduction in conflicts and risks, associated with quality software development. This study offers an overview of various existing trust models, which aids in the development of a trust evaluation framework for OSSD communities. Towards the end of the study, various components of the trust evaluation along with an empirical framework for the same have been proposed.

Positive reciprocity belief moderates the effects of trust and felt trust on knowledge-sharing intention

Few of the many studies on trust have taken felt trust into consideration. In this study we compared the effects of trust and felt trust on employees' knowledge-sharing intention, and tested positive reciprocity belief as a moderator of these relationships. We analyzed survey data from 710 respondents employed at 26 high-tech companies located in Zhejiang and Guangdong Provinces, China, and tested the hypotheses using regression analysis. The results demonstrate that both trust and felt trust promoted the respondents' knowledge-sharing intention, and that both effects were stronger at higher (vs. lower) levels of positive reciprocity belief. To promote knowledge-sharing intention, we recommend that individuals convey their trust in others in addition to demonstrating their own trustworthiness, especially to those who endorse positive reciprocity. Further, organizations should adopt more practices to assure knowledge donors feel appreciated and relied upon.

Customer mistreatment and employee customer-focused voice: the bright and dark sides of felt trust

Purpose This study aims to assess a moderated-mediation model to account for the relationship between customer mistreatment and frontline hotel employees’ customer-focused voice, where their organization-based self-esteem (OBSE) served as a mediator and their felt trust (reliance and disclosure) by supervisors served as a moderator. Design/methodology/approach The data were collected through paper-based questionnaires in a cross-sectional survey, consisting of 319 valid supervisor-employee-paired responses from 33 international tourist hotels in Taiwan. Regression analyses were used for hypothesis testing. Findings OBSE mediates the negative effect of customer mistreatment on customer-focused voice. Employee felt reliance intensifies the negative impact of customer mistreatment on OBSE, and this interaction effect, in turn, reduces customer-focused voice through OBSE. The employee felt disclosure marginally significantly buffers the effect of customer mistreatment on OBSE. Practical implications Given the adverse effect of customer mistreatment on customer-focused voice through OBSE, hotels should strengthen employees’ service mindset and value their suggestions. The double-edged effects of felt trust suggest that managers should form a trusting relationship with their subordinates and reassure them that isolated incidents of customer mistreatment will not jeopardize their reputation. Originality/value This study integrated sociometer and self-consistency theories to examine OBSE as a psychological mechanism to explain the mistreatment-voice process. Besides assessing felt trust’s two-dimensional effects, this research is possibly the first attempt to examine felt trust as an enabling force or a threat to OBSE in the context of customer mistreatment.

The relationship between two dimensions of felt trust and promotive voice behaviour: the motivational mechanisms

PurposeThe purpose of this paper is to investigate the motivational mechanisms of felt obligation and intrinsic motivation by which felt trust affects promotive voice behaviour and to differentiate the role of two dimensions of felt trust (i.e. felt reliance and felt disclosure).Design/methodology/approachSelf-report data were collected from 269 employees using a two-wave online survey with one-month intervals. A cross-lagged panel model and structural equation modeling were used to test the hypotheses.FindingsFelt reliance has a positive and significant effect on voice behaviour whereas felt disclosure does not. The relationship between felt reliance and voice behaviour is mediated by felt obligation and intrinsic motivation. Moreover, felt disclosure can indirectly affect voice behaviour through intrinsic motivation.Practical implicationsLeaders could make employees feel trusted to promote voice behaviour by allowing latitude and providing information at work. Exhibiting reliance through empowerment and delegation is superior to disclosing personal information.Originality/valueThis paper contributes to the felt trust literature by investigating whether and how felt trust affects voice behaviour and by differentiating two dimensions of felt trust.

Trust in Open Source Software Development Communities

This study presents the significance of trust for the formation of an Open Source Software Development (OSSD) community. OSSD has various challenges that must be overcome for its successful operation. First is the development of a community, which requires a healthy community formation environment. Taking into consideration various factors for community formation, a strong sense of TRUST among its members has been felt. Trust development is a slow process with various methods for building and maintaining it. OSSD is teamwork but the team is of unknowns and volunteers. Trust forms a pillar for effective cooperation, which leads to a reduction in conflicts and risks, associated with quality software development. This study offers an overview of various existing trust models, which aids in the development of a trust evaluation framework for OSSD communities. Towards the end of the study, various components of the trust evaluation along with an empirical framework for the same have been proposed.

Perceived values-congruence and employees' change beliefs

This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.