Does A Trusted Leader Always Behave Better? The Relationship Between Leader Feeling Trusted by Employees and Benevolent and Laissez-Faire Leadership Behaviors

[1]  Junqi Shi,et al.  Linking Ethical Leadership to Employee Burnout, Workplace Deviance and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting , 2017 .

[2]  Elijah X M Wee,et al.  Moving from Abuse to Reconciliation: A Power-Dependence Perspective on When and How a Follower Can Break the Spiral of Abuse , 2017 .

[3]  Jing Zhou,et al.  Hot Shots and Cool Reception? An Expanded View of Social Consequences for High Performers , 2017, The Journal of applied psychology.

[4]  Jeffery A. LePine,et al.  Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance , 2016 .

[5]  N. Gillespie,et al.  Trust and team performance: A meta-analysis of main effects, moderators, and covariates. , 2016, The Journal of applied psychology.

[6]  Barbara J. Flood,et al.  Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor , 2015 .

[7]  J. Colquitt,et al.  Uneasy Lies the Head that Bears the Trust: The Effects of Feeling Trusted on Emotional Exhaustion , 2014 .

[8]  Donald E. Conlon,et al.  WHY DO MANAGERS ACT FAIRLY IN THE FIRST PLACE? A DAILY INVESTIGATION OF "HOT" AND "COLD" MOTIVES AND DISCRETION , 2014 .

[9]  Susann Gjerde,et al.  Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool , 2014 .

[10]  G. Dietz,et al.  The dark side of trust: When trust becomes a ‘poisoned chalice’ , 2014 .

[11]  Xiao-ping Chen,et al.  Affective Trust in Chinese Leaders , 2014 .

[12]  Christopher M. Barnes,et al.  The good and bad of being fair: effects of procedural and interpersonal justice behaviors on regulatory resources. , 2014, The Journal of applied psychology.

[13]  D. Cremer,et al.  Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation , 2013 .

[14]  Weichun Zhu,et al.  Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality , 2013, Journal of Business Ethics.

[15]  K. Aquino,et al.  When moral identity symbolization motivates prosocial behavior: the role of recognition and moral identity internalization. , 2013, The Journal of applied psychology.

[16]  Cornelia Niessen,et al.  Leader–member exchange (LMX), job autonomy, and creative work involvement , 2012 .

[17]  Johanna Peetz,et al.  When Does Feeling Moral Actually Make You a Better Person? Conceptual Abstraction Moderates Whether Past Moral Deeds Motivate Consistency or Compensatory Behavior , 2012, Personality & social psychology bulletin.

[18]  L. Treviño,et al.  WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR , 2012 .

[19]  Simon S. K. Lam,et al.  Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. , 2011, The Journal of applied psychology.

[20]  Jennifer Jordan,et al.  Striving for the Moral Self: The Effects of Recalling Past Moral Actions on Future Moral Behavior , 2011, Personality & social psychology bulletin.

[21]  Donald E. Conlon,et al.  What About the Leader in Leader-Member Exchange? The Impact of Resource Exchanges and Substitutability on the Leader , 2010 .

[22]  Bruce J. Avolio,et al.  The impact of positivity and transparency on trust in leaders and their perceived effectiveness , 2010, The Leadership Quarterly.

[23]  Daniel A. Effron,et al.  Moral Self-Licensing: When Being Good Frees Us to Be Bad , 2010 .

[24]  K. W. Mossholder,et al.  Examining the effects of trust in leaders: A bases-and-foci approach☆ , 2010 .

[25]  Rumen Iliev,et al.  Sinning Saints and Saintly Sinners , 2009, Psychological science.

[26]  Brian R. Dineen,et al.  A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes , 2009 .

[27]  D. Skarlicki,et al.  Getting even for customer mistreatment: the role of moral identity in the relationship between customer interpersonal injustice and employee sabotage. , 2008, The Journal of applied psychology.

[28]  Timothy R. Hinkin,et al.  An examination of "nonleadership": from laissez-faire leadership to leader reward omission and punishment omission. , 2008, The Journal of applied psychology.

[29]  Brent D. Rosso,et al.  GIVING COMMITMENT: EMPLOYEE SUPPORT PROGRAMS AND THE PROSOCIAL SENSEMAKING PROCESS , 2008 .

[30]  R. Liden,et al.  Antecedents of coworker trust: leaders' blessings. , 2008, The Journal of applied psychology.

[31]  L. W. Lam,et al.  Effects of trusting and being trusted on team citizenship behaviours in chain stores , 2008 .

[32]  S. Robinson,et al.  Trust that binds: the impact of collective felt trust on organizational performance. , 2008, The Journal of applied psychology.

[33]  David Dunning,et al.  Self-Image Motives and Consumer Behavior: How Sacrosanct Self-Beliefs Sway Preferences in the Marketplace , 2007 .

[34]  Bor-Shiuan Cheng,et al.  Paternalistic Leadership and Subordinate Responses: Establishing a Leadership Model in Chinese Organizations , 2007 .

[35]  Americus Reed,et al.  A grotesque and dark beauty: How moral identity and mechanisms of moral disengagement influence cognitive and emotional reactions to war , 2007 .

[36]  Jun Liu,et al.  Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence , 2007 .

[37]  J. Edwards,et al.  Methods for integrating moderation and mediation: a general analytical framework using moderated path analysis. , 2007, Psychological methods.

[38]  Daniel J. Bauer,et al.  Computational Tools for Probing Interactions in Multiple Linear Regression, Multilevel Modeling, and Latent Curve Analysis , 2006 .

[39]  L. Treviño,et al.  Behavioral Ethics in Organizations: A Review , 2006 .

[40]  S. Hardy.  Identity, Reasoning, and Emotion: An Empirical Comparison of Three Sources of Moral Motivation , 2006 .

[41]  Randall P. Settoon,et al.  A Relational Perspective on Turnover: Examining Structural, Attitudinal, and Behavioral Predictors , 2005 .

[42]  R. Dawes,et al.  A Conceptual Review of Decision Making in Social Dilemmas: Applying a Logic of Appropriateness , 2004, Personality and social psychology review : an official journal of the Society for Personality and Social Psychology, Inc.

[43]  K. Aquino,et al.  Moral identity and the expanding circle of moral regard toward out-groups. , 2003, Journal of personality and social psychology.

[44]  K. Aquino,et al.  The self-importance of moral identity. , 2002, Journal of personality and social psychology.

[45]  R. Eisenberger,et al.  Perceived organizational support: a review of the literature. , 2002, The Journal of applied psychology.

[46]  Zhen Xiong (George) Chen,et al.  Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model , 2002 .

[47]  D. Ferrin,et al.  The Role of Trust in Organizational Settings , 2001 .

[48]  Benson Rosen,et al.  The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment , 2001 .

[49]  P. Lynch,et al.  Reciprocation of perceived organizational support. , 2001, The Journal of applied psychology.

[50]  Susan J. Harrington,et al.  The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation , 2000 .

[51]  F. Schoorman,et al.  A model of relational leadership: The integration of trust and leader–member exchange , 2000 .

[52]  Paul E. Tesluk,et al.  A Comparison of Approaches to Forming Composite Measures in Structural Equation Models , 2000 .

[53]  Gareth R. Jones,et al.  The experience and evolution of trust: Implications for cooperation and teamwork , 1998 .

[54]  A. Zaheer,et al.  Does Trust Matter? Exploring the Effectsof Interorganizational and Interpersonaltrust on Performance , 1998 .

[55]  Daniel J. McAllister.  Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations , 1995 .

[56]  A. S. Phillips,et al.  Leader-follower exchange quality: the role of personal and interpersonal attributes. , 1994, Academy of Management journal. Academy of Management.

[57]  D. Rousseau,et al.  Violating the psychological contract: Not the exception but the norm , 1994 .

[58]  S. Wayne,et al.  Commitment and employee behavior: comparison of affective commitment and continuance commitment with perceived organizational support. , 1993, The Journal of applied psychology.

[59]  R. Saavedra,et al.  Complex interdependence in task-performing groups , 1993 .

[60]  Robert C. Solomon,et al.  Corporate Roles, Personal Virtues: An Aristotelean Approach to Business Ethics , 1991, Business Ethics Quarterly.

[61]  John E. Mathieu,et al.  Further evidence for the discriminant validity of measures of organizational commitment, job involvement, and job satisfaction. , 1991 .

[62]  Scott B. MacKenzie,et al.  Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors , 1990 .

[63]  S. Hobfoll.  Conservation of resources. A new attempt at conceptualizing stress. , 1989, The American psychologist.

[64]  L. James,et al.  Estimating within-group interrater reliability with and without response bias. , 1984 .

[65]  L. James.  Aggregation Bias in Estimates of Perceptual Agreement. , 1982 .

[66]  A. Blasi,et al.  Bridging Moral Cognition and Moral Action: A Critical Review of the Literature. , 1980 .

[67]  H. Horsburgh,et al.  The Ethics of Trust , 1960 .

[68]  A. Gouldner.  THE NORM OF RECIPROCITY: A PRELIMINARY STATEMENT * , 1960 .

[69]  Russell E. Johnson,et al.  When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing. , 2016, The Journal of applied psychology.

[70]  Long W. Lam,et al.  Examining the effects of feeling trusted by supervisors in the workplace: A self-evaluative perspective , 2014 .

[71]  Xu Huang,et al.  The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates' organization‐based self‐esteem, and performance , 2013 .

[72]  Dale T. Miller,et al.  Psychological license: When it is needed and how it functions. , 2010 .

[73]  A. Strauss,et al.  Excerpts from : The Discovery of Grounded Theory : Strategies for Qualitative Research , 2008 .

[74]  Hilde Hetland,et al.  The destructiveness of laissez-faire leadership behavior. , 2007, Journal of occupational health psychology.

[75]  Sigal G. Barsade,et al.  Feeling and Believing: The Influence of Emotion on Trust , 2005 .

[76]  D. Ferrin,et al.  Trust in leadership: meta-analytic findings and implications for research and practice. , 2002, The Journal of applied psychology.

[77]  J. Conger.  Qualitative research as the cornerstone methodology for understanding leadership , 1998 .

[78]  S. West,et al.  Multiple Regression: Testing and Interpreting Interactions. , 1994 .

[79]  N. Luhmann.  Trust and Power , 1979 .

[80]  P. Blau.  Exchange and Power in Social Life , 1964 .

[81]  Saini,et al.  CHIEF PATRON CHIEF PATRON CHIEF PATRON CHIEF PATRON , 2022 .

[82]  Jeanine Skorinko,et al.  Bulletin Personality and Social Psychology Moral Credentialing by Association: the Importance of Choice and Relationship Closeness on Behalf Of: Society for Personality and Social Psychology , 2022 .