Trust as a mediator of the relationship between leader/member behavior and leader-member-exchange quality
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We examined how and why trust between a subordinate and supervisor develops over time from the separate perspectives and experiences of both dyad partners. Integrating the literatures on trust, leader-member-exchange (LMX) and promotion regulatory focus (PRF), we test our model using longitudinal data from a Malaysian subsidiary of a U.S. headquartered corporation. Subordinate's trust in supervisor mediated between supervisor's PRF and subordinate's experience of LMX quality; supervisor's trust in subordinate mediated between subordinate's job performance and leader's experience of LMX quality. Findings are interpreted within the high power-distance, high collectivist, and high performance orientation of Malaysian culture.
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