This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Casimir, G. Articles by Yang, S. Search for Related Content Social Bookmarking                   What's this?

Trust and the Relationship Between Leadership and Follower Performance: Opening the Black Box in Australia and China

University of Newcastle

David A. Waldman

Arizona State University

Timothy Bartram

La Trobe University

Sarah Yang

La Trobe University

This study provides a cross-cultural comparison of the mediating effects of trust in the leader on the relationship between the in-role performance of followers (as rated by their leaders) and two types of leadership: transactional and transformational. Participants were 119 full-time Australian followers and 122 full-time Chinese followers. Australian followers reported higher levels of trust in their leaders than did Chinese followers. Culture moderated the mediation effects of trust on the leadership-performance relationship. The findings highlight the need to consider the cultural context within which leadership occurs when attempting to understand mediated relationships with performance outcomes.

Key Words: Keywords : leadership style • trust • mediation • cross-cultural.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				Canchu Lin Demystifying the Chameleonic Nature of Chinese Leadership Journal of Leadership and Organizational Studies, May 1, 2008; 14(4): 303 - 321. [Abstract] [PDF]