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| Date post: | 16-Jul-2015 |
| Category: |
Business |
| Upload: | rikkyo-university |
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Schaufeli et al., 2002, p. 74
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LeaderMember
Work Team
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MLQ5X (Bass & Avolio, 1997)
McAllister’s (1995) scale
Earley & Erez’s(1997) scale
Gallup Workplace Audit (Q12)
Detert & Burris’s (2007) scale
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MLQ5X (Bass & Avolio, 1997)
McAllister’s (1995) scale
Earley & Erez’s(1997) scale
Gallup Workplace Audit (Q12)
Detert & Burris’s (2007) scale
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MLQ5X (Bass & Avolio, 1997)
McAllister’s (1995) scale
Earley & Erez’s(1997) scale
Gallup Workplace Audit (Q12)
Detert & Burris’s (2007) scale
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TRF .30**TRS −.22**
TRF .10*TRS −.16**
* p < .05. ** p < .01.
.28** .47**
TRF x PD →Trust .36*TRS x PD →Trust .25*There were no consistent patterns found regarding interaction effects re: collectivism or engagement.
Model fit the data adequately: RMSEA = .01-.03, CFI = .95-.99, SRMR = .01-.05
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The linkage of leadership between trust and engagement are moderated by team values (esp. power distance).
TRF enhances trust, which, in turn, leads to engagement
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