The Role of Leaders’ Emotional Sincerity towards Followers’ Trust: Leaders’ Integrity & Quality Relationship

Authors

  • Qasim Ali Nisar
  • Waseem ul Hameed
  • Muhammad Farhan Basheer
  • Muhammad Farhan Basheer
  • Muhammad Sajjad Hussain
  • Ali Waqas

Keywords:

Leaders’Emotional Sincerity;Followers’Trust Leaders’ Integrity; Relationship Quality

Abstract

This study focused on the belief that followers assess the emotional sincerity of their leaders andconsequently, it affects to followers’ perceived trust and their behaviors.It identified the key role of leaders’ emotional sincerity towards followers’’ outcomes (leaders integrity, quality relationship and trust in leaders).This studyproposed a theoretical model on the basis of underpinning theory and empirical evidence. On the basis of literature support and underpinning theories, it is proposed that followers’ perceived emotional sincerity may a significant predictor andsignificantly influence to their leaders’ integrity and relationship quality. Moreover, leaders’ integrity and relationship quality (between leaders and followers) may affect followers’ trust in their leaders. Future studies may empirically test this model to gain insight understanding regarding the role of leaders’ emotional sincerity to shape the followers’ behaviors.

Downloads

Download data is not yet available.

References

Ahmad-Mughal, S., Nisar, Q. A., Othman, N., & Kamil, B. A. M. (2017). Do Emotional Intelligence & Organizational Politics influence the Employee Work Behaviors and attitudes? Mediating Role of Political Skill. JurnalPengurusan, (51).

Ashforth, B.E., & Humphrey, R.H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, 18, 88–115.

Bass, B.M. (1990). Bass and Stogdill's handbook of leadership: Theory, research, and managerial applications. New York, NY: Free Press.

Bono, J.E., &Ilies, R. (2006). Charisma, positive emotions, and mood contagion. The Leadership Quarterly, 17, 317–334.

Brower, H.H., Lester, S.W., Korsgaard,M.A., & Dineen, B.R. (2009). A closer look at trust betweenmanagers and subordinates: Understanding the effects of both trusting and being trusted on subordinate outcomes. Journal of Management, 35, 327–347.

Burke, C.S., Sims, D.E., Lazzara, E.H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly, 18, 606–632.

Butt, S. S., Nisar, Q. A., Nadeem, S., &Baig, F. (2017). Longitudinal study to examine the influence of emotional intelligence on organizational citizenship behavior: Mediating role of political skills. WALIA Journal, 33(1), 54-63.

Colquitt, J.A., Scott, B.A., &LePine, J.A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92, 909–927.

Cote, S., Hideg, I., & Van Kleef, G.A. (2013). The consequences of faking anger in negotiations. Journal of Experimental Social Psychology, 49, 453–463.

Diefendorff, J.M., Croyle, M.H., &Gosserand, R.H. (2005). The dimensionality and antecedents of emotional labor strategies. Journal of Vocational Behavior, 66, 339– 357.

Dirks, K.T. (2000). Trust in leadership and team performance: Evidence from NCAA basketball. Journal of Applied Psychology, 85, 1004–1012.

Dirks, K.T., & Ferrin, D.L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611–628.

Eagly, A.H. (2005). Achieving relational authenticity in leadership: Does gender matter? The Leadership Quarterly, 16, 459–474.

Ekman, P., Friesen,W.V., O'Sullivan, M., Chan, A., Diacoyanni-Tarlatzis, I., Heider, K., et al. (1987). Universals and cultural differences in the judgments of facial expressions of emotion. Journal of Personality and Social Psychology, 53, 712–717.

Elfenbein, H.A. (2007). Emotion in organizations: A review and theoretical integration. Academy of Management Annals, 1, 371–457.

Erdogan, B., & Bauer, T.N. (2014). Leader–member exchange (LMX) theory: The relational approach to leadership. In D. Day (Ed.), Oxford handbook of leadership and organizations (pp. 407–433). Oxford, UK: Oxford University Press.

Erickson, R.J. (1994). Our society, our selves: Becoming authentic in an inauthentic world. Advanced Development Journal, 6, 27–39.

Fisk, G.M., & Friesen, J.P. (2012). Perceptions of leader emotion regulation and LMX as predictors of followers' job satisfaction and organizational citizenship behaviors. The Leadership Quarterly, 23, 1–12.

Frank, M.G., Ekman, P., &Friesen,W.V. (1993). Behavioralmarkers and recognizability of the smile of enjoyment. Journal of Personality and Social Psychology, 64, 83–93.

Fridlund, A.J. (1992). Darwin's anti-Darwinism and the expression of the emotions in man and animals. In K.T. Strongman (Ed.), International review of emotion (pp. 117– 137). New York, NY: Wiley.

Gardner, W.L., Fischer, D., & Hunt, J.G. (2009). Emotional labor and leadership: A threat to authenticity? The Leadership Quarterly, 20, 466–482.

Gilbert, D.T., & Malone, P.S. (1995). The correspondence bias. Psychological Bulletin, 117, 21–38.

Grandey, A.A. (2003). When the “show must go on”: Surface and deep acting as determinants of emotional exhaustion and peer-rated service delivery. Academy of Management Journal, 46, 86–96.

Harter, S. (2002). Authenticity. In C.R. Snyder, & S.J. Lopez (Eds.), Handbook of positive psychology (pp. 382–394). New York, NY: Oxford University Press.

Hayyat, U., Nisar, Q. A., Imran, M., & Ikram, M. (2017). Consequences of Emotional Labor in Health Sector of Pakistan. International Journal For Research In Business, Management And Accounting (ISSN: 2455-6114), 3(6), 64-79.

Humphrey, R.H. (2012). How do leaders use emotional labor? Journal of Organizational Behavior, 33, 740–744.

Humphrey, R.H., Pollack, J.M., &Hawver, T. (2008). Leading with emotional labor. Journal of Managerial Psychology, 23, 151–168.

Jiang, J.Y., Zhang, X., &Tjosvold, D. (2013). Emotion regulation as a boundary condition of the relationship between team conflict and performance: A multi-level examination. Journal of Organizational Behavior, 34, 714–734.

Khan, N. Z. A., Imran, A., & Nisar, Q. A. (2016). Emotional Exhaustion as Stressor agent for Job Stress in Call Centers: Empirical evidence from perspective of Job Satisfaction and Turnover Intention as Work Outcomes. European Online Journal of Natural and Social Sciences, 5(4), 908.

Lapierre, L.M. (2007). Supervisor trustworthiness and subordinates' willingness to provide extra-role efforts. Journal of Applied Social Psychology, 37, 272–297.

Mayer, R.C., & Gavin, M.B. (2005). Trust inmanagement and performance:Whominds the shopwhile the employeeswatch the boss? Academy ofManagement Journal, 48, 874–888.

Mayer, R.C., Davis, J.H., &Schoorman, F.D. (1995). An integrative model of organizational trust. Academy of Management Review, 20, 709–734.

Newcombe, M.J., &Ashkanasy, N.M. (2002). The role of affect and affective congruence in perceptions of leaders: An experimental study. The Leadership Quarterly, 13, 601–614.

Nisar, Q. A., Imran, A., Othman, N. B., Kamil, B. A. B. M., &Marchalina, L. (2017). Do leaders’ emotional labor strategies influence the leaders’ emotional exhaustion? Moderating role of emotional intelligence: Longitudinal study on NGOs. Advanced Science Letters, 23(9), 8131-8137.

Nisar, Q. A., Othman, N., & Kamil, B. A. M. (2018). Leaders’ Emotions and Followers’ Behaviors: A New Perspective with Perceived Emotional Sincerity.

Nisar, Q. A., Othman, N., & Kamil, B. A. M. (2018). Leaders’ Emotional Labor Strategies and Wellbeing: Does Perceived Organizational Justice Mediates the Relationship. Pakistan Journal of Humanities and Social Sciences, 6(1), 82-98.

Palanski, M.E., &Yammarino, F.J. (2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20, 405–420.

Pittinsky, T.L., & Tyson, C.J. (2005). Leader authenticity markers: Findings from a study of perceptions of African American political leaders. InW.L. Gardner, B.J. Avolio, &F.O.Walumbwa (Eds.), Authentic Leadership Theory and Practice Origins, Effects and Development, Vol. 3. (pp. 253–279). San Diego, CA: Elsevier.

Righetti, F., &Finkenauer, C. (2011). If you are able to control yourself, I will trust you: The role of perceived self-control in interpersonal trust. Journal of Personality and Social Psychology, 100, 874–886.

Schoorman, F.D.,Mayer, R.C., & Davis, J.H. (2007). An integrative model of organizational trust: Past, present, and future. Academy ofManagement Review, 32, 344–354.

Shahid, A., Nisar, Q. A., Azeem, M., Hameed, W. U., & Hussain, S. (2018). Moderating Role of Organizational Justice between Emotional Exhaustion and Job- Related Outcomes. Pakistan Journal of Humanities and Social Sciences, 6(2), 205- 220.

Van Kleef, G.A., Homan, A.C., Beersma, B., van Knippenberg, D., van Knippenberg, B.V., & Damen, F. (2009). Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation. Academy of Management Journal, 52, 562–580.

Ybarra, O. (2002). Naive causal understanding of valenced behaviors and its implications for social information processing. Psychological Bulletin, 128, 421–441.

Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26, 66–85.

Downloads

Published

2021-02-28

How to Cite

Nisar, Q. A. ., Hameed, W. ul ., Basheer, M. F. ., Basheer, M. F. ., Hussain, M. S. ., & Waqas, A. . (2021). The Role of Leaders’ Emotional Sincerity towards Followers’ Trust: Leaders’ Integrity & Quality Relationship. The Journal of Contemporary Issues in Business and Government, 27(1), 472–479. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/579