Supervisor-Subordinate Trust and Speaking Up Behavior

Abstract

To remain competitive expressing suggestions and innovating ideas through employees has become one of the ways for enterprises to continue their operations Previous research emphasized that the subordinate’s trust in supervisor is one of key factors which have impact on subordinate’s voice up However in high power-distances and collectivism Chinese organization the supervisor’s trust in subordinate is more critical for subordinate’s speaking up behavior This study has been conducted with questionnaire survey to collect the data from 295 dyads (supervisor-subordinate relationship) in Taiwanese military and taken analyses of CFA and regression The results show that (1)after considering the supervisor’s trust in subordinate the effects of the subordinate’s affective trust in supervisor on speaking up behavior are not significant anymore; (2)both the supervisor’s affective and cognitive trust in subordinate have a significant positive impact on speaking up behavior; (3)compared to the supervisor’s affective trust in subordinate the supervisor’s cognitive trust in subordinate has more impact on promotive speaking up behavior; and compared to the supervisor’s cognitive trust in subordinate the supervisor’s affective trust in subordinate has more impact on Jian-Yan; and (4)there are negative interactions of mutual cognitive trust between the supervisor and the subordinate on issue-related speaking up behavior Finally we discuss the contributions and limitations of this study Suggestions for future researches and implications for practice are provided as well

Date of Award	2020
Original language	English
Supervisor	Li-Fang Chou (Supervisor)