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Do You Trust My Style? Relationships...

Torres, Alejandro.

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Do You Trust My Style? Relationships Among Leadership Distance, Style, and Trust.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Do You Trust My Style? Relationships Among Leadership Distance, Style, and Trust./
Author:	Torres, Alejandro.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	92 p.
Notes:	Source: Dissertation Abstracts International, Volume: 78-10(E), Section: A.
Contained By:	Dissertation Abstracts International78-10A(E).
Subject:	Organizational behavior. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10264693
ISBN:	9781369781175

Do You Trust My Style? Relationships Among Leadership Distance, Style, and Trust.
Torres, Alejandro.

Do You Trust My Style? Relationships Among Leadership Distance, Style, and Trust. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 92 p.

Source: Dissertation Abstracts International, Volume: 78-10(E), Section: A.

Thesis (Ph.D.)--The Claremont Graduate University, 2017.

This study examines how leadership trust is influenced by elements of leadership distance, leadership style, and hierarchical levels of leadership. As a commonly overlooked factor in the current literature, leadership distance is examined and conceptualized as physical distance, social distance, and leader-follower interaction frequency. Participants read a scenario depicting a hypothetical leader at their current organization, where descriptions across participants differed on three dimensions: leadership style (transformational vs. transactional), leadership distance (close vs. distant), and hierarchy of leadership (immediate supervisor vs. CEO). Participants also evaluated their trust in the leader. Higher levels of trust were reported for close leaders than distant leaders. This relationship was significantly stronger among immediate leaders. In addition, task interdependence was found to interact with leadership style, such that respondents who worked in contexts of high perceived task interdependence expressed greater trust when their leader utilized a transformational leadership style. Findings indicate that leaders looking to improve trust among employees can do so by decreasing leadership distance and adopting a transformational leadership style, specifically when task interdependence is low. Leaders can actively reduce leadership distance by interacting more frequently with followers. They can also reduce physical distance by restructuring workspace layouts as well as physically going to speak with employees as opposed to using email or other means of 'distant' communication. Actively investing effort to connect with employees on a social level is also beneficial in terms of building trust.

ISBN: 9781369781175Subjects--Topical Terms:

516683
Organizational behavior.

Do You Trust My Style? Relationships Among Leadership Distance, Style, and Trust.
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300 $a 92 p.
500 $a Source: Dissertation Abstracts International, Volume: 78-10(E), Section: A.
500 $a Adviser: Michelle Bligh.
502 $a Thesis (Ph.D.)--The Claremont Graduate University, 2017.
520 $a This study examines how leadership trust is influenced by elements of leadership distance, leadership style, and hierarchical levels of leadership. As a commonly overlooked factor in the current literature, leadership distance is examined and conceptualized as physical distance, social distance, and leader-follower interaction frequency. Participants read a scenario depicting a hypothetical leader at their current organization, where descriptions across participants differed on three dimensions: leadership style (transformational vs. transactional), leadership distance (close vs. distant), and hierarchy of leadership (immediate supervisor vs. CEO). Participants also evaluated their trust in the leader. Higher levels of trust were reported for close leaders than distant leaders. This relationship was significantly stronger among immediate leaders. In addition, task interdependence was found to interact with leadership style, such that respondents who worked in contexts of high perceived task interdependence expressed greater trust when their leader utilized a transformational leadership style. Findings indicate that leaders looking to improve trust among employees can do so by decreasing leadership distance and adopting a transformational leadership style, specifically when task interdependence is low. Leaders can actively reduce leadership distance by interacting more frequently with followers. They can also reduce physical distance by restructuring workspace layouts as well as physically going to speak with employees as opposed to using email or other means of 'distant' communication. Actively investing effort to connect with employees on a social level is also beneficial in terms of building trust.
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