engleski

Do the leaders’ feelings count too? On the way of recognizing the relationship between leaders’ felt trust and team effectiveness evaluation

Trust is a root of the productive work relationships. Trusting—being willing to be vulnerable to the actions of other stakeholders under the belief that their intentions or behavior in relevant matters will be positive, and feeling trusted—the perception that another person is likely to accept vulnerability to one’s actions, are two, but unique, sides of the same coin of a trusting relationship. The empirical evidence supported the notion that placing trust in employees, signals them that they are valued members of the organization and enhances their performance. However, we know little about the role of the feelings of one important stakeholder — team leader, in team effectiveness. Thereby, this study aims to explore the relationship between leaders’ felt trust and team effectiveness evaluation, using a multi- source sample consisting of 659 employees nested within 196 teams, along with 196 team leaders. The results of structural equation modeling point that leaders’ felt trust directly alters team effectiveness evaluation. In other words, when a leader feels more trusted, he or she evaluates team effectiveness more positively. Additionally, we examined the possible underlying mechanism between the latter. The results revealed that when the leader feels trusted by his or her subordinate team, team members share the perception of leaders’ fair treatment, which enhances their work engagement and further alters team effectiveness. That is, because of the perceptions of justice climate and teams’ work engagement, leaders’ felt trust enhances team effectiveness evaluation. To put it differently, leaders’ felt trust alters team effectiveness evaluation both, directly and indirectly—via justice climate and work engagement. Trustees may not sometimes feel trustors’ trust —leaders may not recognize subordinates’ trust— it may be internal and non-verbal. These results show that that recognition has beneficial effects primarily on team effectiveness evaluation, but on justice climate and work engagement too.

felt trust, team work engagement, team work effectiveness evaluation

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