Trust in direct leader and employee outcomes: the moderating effects of leaders’ perceived emotional sincerity

Emotional sincerity, an emerging construct in the trust in leadership literature, refers to the congruence between emotions internally experienced and externally expressed. With regard to attribution theory, observers (employees) can use the emotional expressions of others (supervisors) as an information source for making judgments. Although previous research has examined the uniqueness and explanatory power of the leaders’ perceived emotional sincerity construct (LPES), relatively few studies have examined LPES as a moderator. The present study examined the moderating effects of LPES on well-established relationships between trust in direct leader (TDL) and several employee outcomes (i.e., turnover intentions, altruistic behaviors, and organizational commitment). Data were collected from 185 participants representing 13 industries. The results demonstrated that, after controlling for personality and demographic factors, LPES moderated the positive relationship between TDL and altruistic behaviors. More generally, the results demonstrate that employees’ perceptions of their leaders are related to employee outcomes.

Grantor dc:publisher

University of Tennessee at Chattanooga

Author dc:creator

• Morgan, Christopher

Contributors dc:contributor

• O'Leary, Brian J.
• Cunningham, Christopher J. L.; Warren, Amye
• College of Arts and Sciences

• Employees -- Attitudes
• Leadership -- Moral and ethical aspects
• Employee motivation

Licence

• https://rightsstatements.org/page/InC/1.0/?language=en

Language dc:language

English, eng

Repository record dc:identifier

https://scholar.utc.edu/theses/511

OAI identifier oai:identifier

oai:scholar.utc.edu:theses-1666