Archives

  • 2018-07
  • 2018-10
  • 2018-11
  • 2019-04
  • 2019-05
  • 2019-06
  • 2019-07
  • 2019-08
  • 2019-09
  • 2019-10
  • 2019-11
  • 2019-12
  • 2020-01
  • 2020-02
  • 2020-03
  • 2020-04
  • 2020-05
  • 2020-06
  • 2020-07
  • 2020-08
  • 2020-09
  • 2020-10
  • 2020-11
  • 2020-12
  • 2021-01
  • 2021-02
  • 2021-03
  • 2021-04
  • 2021-05
  • 2021-06
  • 2021-07
  • 2021-08
  • 2021-09
  • 2021-10
  • 2021-11
  • 2021-12
  • 2022-01
  • 2022-02
  • 2022-03
  • 2022-04
  • 2022-05
  • 2022-06
  • 2022-07
  • 2022-08
  • 2022-09
  • 2022-10
  • 2022-11
  • 2022-12
  • 2023-01
  • 2023-02
  • 2023-03
  • 2023-04
  • 2023-05
  • 2023-06
  • 2023-07
  • 2023-08
  • 2023-09
  • 2023-10
  • 2023-11
  • 2023-12
  • 2024-01
  • 2024-02
  • 2024-03
  • On the other hand hypothesis H

    2018-10-26

    On the other hand, Dig-11-utp H6 postulates that the influence of the perceived empathy of the leader on trust will be: (a) greater when the leader exercises more a transactional a leadership style or (b) less when the leader employs a more transformational style. In light of the results, one can observe that there is no significant moderating effect in the case of transactional leadership. On the other hand, there is a weak moderating effect (p=0.073) for transformational leadership, given that the influence of empathy on trust appears to be less for more transformational leaderships. Therefore, hypothesis H6 must also be rejected.
    Conclusions Trust in the leader plays an important role in the success of a team (Kayworth & Leidner, 2000). That is why building relationships based on trust among the members of the team should be a primary concern of the leaders. Although the literature has acknowledged the importance of trust for the job to be done by virtual team leaders (e.g. Greenberg, Greenberg, & Antonucci, 2007), it is still necessary to delve further into the attributes that a trustworthy leader should possess in this new context. The literature has proposed certain characteristics of individuals that can affect the attitudes toward them and consequently the building of trust. This paper analyzes how certain physical and behavioral aspects of leaders can affect the building of trust in their subordinates, as well as the role of leadership style as a factor that could moderate some of the proposed relationships. The literature acknowledges leadership style as one of the variables that can moderate the relationships that develop within a workgroup (Vries, Roe, & Taillieu, 2002), for this reason this study aims to analyze whether this is also true in virtual environments. In this regard, whether or not the effect of attractiveness can diminish as the relationship between the leader and the subordinate matures when the leader employs a determined leadership style (more transactional or more transformational) was also analyzed. On this point, it would be interesting to evaluate whether the variable that moderates the relationship is the leadership style or, on the contrary, it is maturing of the leader-subordinate relationship that causes the effect of the attractiveness to diminish. There are several studies that point in this direction (Reis et al., 2011), however the results are inconclusive and therefore further research would be necessary to delimit the effect of the moderation that the two variables raise. Furthermore, it would be interesting to further analyze whether Dig-11-utp the different leadership styles proposed in this paper could have an influence on the fact that the moderation proposed between the attractiveness of the leader and trust only occurs for transformational leadership styles. The results concerning the moderation of leadership styles are interesting given that research conducted in non-virtual contexts suggests the existence of moderating effects as a consequence of leadership style (Connelly & Ruark, 2010). A possible explanation for this result could be that the characteristics of the online environment reduced, modified or eliminated the effect of the leadership style (Cote, Lopes, Salovey, & Miners, 2010). Another possible explanation could be that the variable affected, in this case empathy, is not affected in any way by the style of leadership, and that this variable is completely independent of the other. In any case, further research in this area is necessary to more deeply understand the behavior of certain variables in virtual environments.
    Conflict of interests
    Acknowledgments The authors gratefully acknowledge financial support from the Spanish Ministry of Economy and Competitiveness (ECO2012-36031) and the Aragón Government (S-46).