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Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence

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  • Dora Lau
  • Jun Liu
  • Ping Fu

Abstract

This paper examines the antecedents of felt trust, an under-explored area in the trust literature. We hypothesized that subordinates’ felt trust would relate positively with their leaders’ moral leadership behaviors and negatively with autocratic leadership behaviors and demographic differences between leaders and themselves. We also hypothesized the above relationships to be mediated by the leader-member value congruence. Results supported our hypotheses that value congruence mediated between autocratic leadership behaviors and demographic differences and subordinates’ felt trust, but not moral leadership behaviors, which had direct effects on subordinates’ perception of feeling trusted. Theoretical and practical implications are discussed. Copyright Springer Science+Business Media, LLC 2007

Suggested Citation

  • Dora Lau & Jun Liu & Ping Fu, 2007. "Feeling trusted by business leaders in China: Antecedents and the mediating role of value congruence," Asia Pacific Journal of Management, Springer, vol. 24(3), pages 321-340, September.
    • Handle: RePEc:kap:asiapa:v:24:y:2007:i:3:p:321-340
    DOI: 10.1007/s10490-006-9026-z
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    Cited by:

    1. David Bosch, 2013. "The Impact of Transformational Leadership on Leader-Follower Work Value Congruence," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 3(8), pages 18-31, August.
    2. Joe Duke II, 2013. "An examination of the Business Strategy and Transformational Leadership symbiosis," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 3(12), pages 12-19, December.
    3. Santanu Sarkar, 2009. "Individualism–collectivism as predictors of BPO employee attitudes toward union membership in India," Asia Pacific Journal of Management, Springer, vol. 26(1), pages 93-118, March.

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