SAGE Journal Articles

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Journal Article 1: Getting to Know You

van der Werff, L., & Buckley, F. (2014). Getting to know you: A longitudinal examination of trust cues and trust development during socialization. 43, 742–770. doi:10.1177/0149206314543475

Abstract: Despite recent theoretical advances, the pattern of trust development between coworkers has yet to receive focused longitudinal attention. Furthermore, current theory suggests that employees attend to an array of independent trust cues in any given situation but fails to identify which cues are important when. In a four-wave longitudinal field study, we demonstrate how new coworker intentions to engage in trust behaviors (reliance and disclosure) evolve during employee socialization and examine the trust cues that prime decisions to trust. We present a latent growth model of trust development that reveals, for the first time, that reliance and disclosure intentions in early work relationships develop in a positive, nonlinear pattern over time. Furthermore, the study indicates that propensity to trust has a statistically significant effect on the initial status of intention to rely on and disclose information to coworkers but not on changes in trust behavior over time. The multiwave design permits comprehensive assessment of the change in impact of different trust cues over time and demonstrates that the importance of certain cues varies depending primarily on the type of trust in question and potentially changes as a relationship matures. We discuss the theoretical implications and directions for future research.

Journal Article 2: Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership?

Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis, 1–29. doi:10.1177/0149206316665461

Abstract: This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.