Differential Effects of Cognition- and Affect-Based Trust on Leader Empowering Behavior in China

The current research extended previous study by exploring the differential effects of cognition- and affect-based trust in subordinate on different dimensions of leader empowering behavior. The survey was conducted in a sample of 615 matched leader-subordinate dyads in seven cities of China. The analysis results of structure equation model indicated that both of cognition-based trust and affect-based trust in subordinate had positive influence on three dimensions of leader empowering behavior, including participative decision, informing, and coaching. But the influences of two kinds of trust in subordinate represented differential. In specially, cognition-based trust in subordinate had strongest effect on participative decision, while affect-based trust in subordinate showed stronger influences on informing and coaching. At last, the implications for the theoretical research and management practice were discussed.