Developing Trust with Peers and Leaders: Impacts on Organizational Identification and Performance during Entry
研究了新员工在入职过程中对同事和领导的信任如何从认知信任发展为情感信任，进而影响组织认同和角色绩效，基于对美军士兵14周培训项目的纵向调查。
This study extends existing research about how peers and leaders influence newcomers' adjustment to an organization or profession by examining how specific trust perceptions evolve over time. We test a model of how affect-based trust in a leader and work unit peers develops from a basis of cognition-based trust and later influences organizational identification and role-related performance. U.S. Army soldiers were examined at the beginning, middle, and end of an intensive, 14-week residential entry program of training and collective socialization. Cross-lagged structural equation analyses supported a causal relationship of individuals' cognition-based trust with affect-based trust directed toward their unit peers and, separately, their leaders. Individuals with high levels of chronic relational identity exhibited a stronger time-lagged relationship between cognition-based trust and affect-based trust for trust in peers but not for trust in a leader. Affect-based trust in the leader had lagged influences on organizational identification and role-related performance at time 3. Affect-based trust in peers was related over time to organizational identification but not to role-related performance. We discuss the implications of these findings for understanding the separate influences of social exchange and social identity processes on newcomer adjustment, with distinct roles played by peers and leaders.