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How cognitive and affective trust in the leader is related to leader behaviors and effectiveness

Jacoub, L. (2014) How cognitive and affective trust in the leader is related to leader behaviors and effectiveness.

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Abstract:This study examines actual leader behaviors and followers’ perceptions on cognitive and affective trust as predictors of leader effectiveness. Data was used from video-coded regular staff meetings, consisting of 14 leaders and 172 followers who are employed by a large Dutch public-sector organization. It was found that leaders who scored high on affective trust provide followers frequently with positive feedback during meetings, and are perceived as effective by their followers. Surprisingly, leaders who often articulated their vision were perceived as less effective by followers. Leaders who scored high on affective trust, showed less visioning behavior in comparison with leaders who scored low. In addition, leaders who scored high on affective trust, showed less intellectual stimulation behavior than the leaders who scored low on affective trust. Finally, monitoring behavior had a positive relationship with both leader effectiveness and affective trust. Overall, leader effectiveness had a stronger relationship with cognitive trust than with affective trust. These findings highlight the importance of further research into patterns of leader behaviors that may engender cognitive and affective trust among their followers. Such promising future research is likely to hold important implications for how leaders should behave and/or being trained in order to create cognitive and affective trust and therefore higher leader effectiveness.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/65415
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