Does A Trusted Leader Always Behave Better? The Relationship Between Leader Feeling Trusted by Employees and Benevolent and Laissez-Faire Leadership Behaviors
Does A Trusted Leader Always Behave Better? The Relationship Between Leader Feeling Trusted by Employees and Benevolent and Laissez-Faire Leadership Behaviors
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值得信赖的领导者总是表现得更好吗？
DOI：
10.1007/s10551-019-04390-7
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发表时间：
2019-12-23
影响因子：
6.1
通讯作者：
Liu, Jun
中科院分区：
文献类型：
--
作者：
Chen, Xingwen;Zhu, Zheng;Liu, Jun
被信任感是指被信任者对被信任者暴露的脆弱性和积极的期望的意识，而被信任感远没有信任感受到研究者的关注。以往的研究主要集中在员工对领导的信任感及其对工作成果的影响上，而关于领导对员工信任感影响的研究较少。基于社会交换理论和道德许可理论，当前的研究主要集中在解释为什么领导者的被信任感会带来积极和消极的反应，以及领导者的道德认同如何调节这些影响。一个定性研究（研究1）和两个定量研究（研究2和研究3）进行了检查的好处和缺点的领导感觉信任。结果表明，领导者感到信任有两个主要后果：（1）受信任的领导者更有可能对下属产生强烈的义务感，并进一步采取仁慈的领导行为来回报善意;（2）领导者的信任感可能有利于道德信用的积累，从而刺激领导者表现出自由放任的领导行为。此外，我们的研究结果表明，领导者的道德认同会影响信任的领导者的行为更好或更坏的决定，这促进了仁慈的领导行为，通过加强感觉义务，并减少自由放任的领导行为，通过减少道德信用。
The concept of feeling trusted, which has received far less attention from researchers than trusting, refers to the trustee's awareness of trustor's exposed vulnerability and positive expectations. Previous research has merely centered on employees' feeling of being trusted by their leaders and its influences on their work-related outcomes, but there is little work about the impact of leader feeling trusted by employees. Grounded in social exchange theory and moral licensing theory, the current research centers on explaining why leaders' sense of being trusted by employees brings about both positive and negative reactions and considering how leaders' moral identity moderates these effects. One qualitative study (Study 1) and two quantitative studies (Study 2 and Study 3) were conducted to examine the benefits and drawbacks of leader feeling trusted. Results demonstrated that leader feeling trusted has two main consequences: (1) trusted leaders are more likely to have strong feelings of obligation toward their subordinates, and further engage in benevolent leadership behavior to repay the kindness; and (2) leaders' sense of being trusted may be conducive to the accumulation of moral credits, thereby stimulating leaders to display laissez-faire leadership behavior. Additionally, our findings indicate that the leader's moral identity would affect the decisions of the trusted leader to behave better or worse, which promotes benevolent leadership behavior through enhanced felt obligation, and lessens laissez-faire leadership behavior via reduced moral credits.