Open AccessFeeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior
Author(s) -
Suyang Ye,
Yunchun Xiao,
Shuang Wu,
Longlong Wu
Publication year - 2021
Publication title -
psychology research and behavior management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.704
H-Index - 30
ISSN - 1179-1578
DOI - 10.2147/prbm.s328458
Subject(s) - feeling , psychology , social psychology , bootstrapping (finance) , multilevel model , moderated mediation , test (biology) , trait , computer science , business , paleontology , finance , machine learning , biology , programming language
The prevailing literature on perceived leader trust has focused on its benefits on employees' work behavior. However, recent researches suggest that the feeling of leader trust also brings strains and work overload. Thus, existing researches have not yielded consistent conclusions about how the "trusted" employees tend to behave after being trusted by their leaders. Integrating the trait activation theory and self-evaluation psychological states, this study develops and tests the double-edged effects of perceived leader trust on proactive behavior through the different mediating roles of employee's psychological variables. Specifically, we argued that the perceived leader trust effect is dependent on the employee's reciprocation wariness, which to a large extent determines employees' response to the perceived leader trust (ie, sense of self-worth and role overload).