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The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm
Published on: October 20, 2022
Trust as a multidimensional phenomenon in LMX relationships
Sari Kristiina Hirvi1, Sanna Laulainen1, Helena Taskinen1
1Department of Health and Social Management, University of Eastern Finland, Kuopio, Finland.
Purpose:
The purpose of this study is to address the construction of trust in leader member exchange (LMX) relationships as a multidimensional phenomenon and identify the importance of emotional and collective factors contributing to this phenomenon.
Design/Methodology/Approach:
Ten health care professionals (five leaders and five members) were interviewed to subject to qualitative thematic analysis.
Findings:
Four main themes in the data were identified (work roles, collectivity, interaction and participation) and linked to two main elements of LMX trust relations: core and contextual. The results extend understanding of the construction and maintenance of trust in LMX relationships, indicating that it is a more complex and socially constructed phenomenon than previously described.
Research Limitations/Implications:
Despite identified limitations of the study (the small amount of empirical material, interpretive research method and purposive sampling of participants), the findings reveal that constructing trust in LMX relationships is more multidimensional than generally portrayed in traditional LMX theory and its three-stage continuum. This study suggests that a broader perspective should be adopted in LMX research, treating it not only as a collective phenomenon but also considering leaders and members as emotional individuals.
Practical Implications:
Understanding the multidimensional nature of LMX relationships is helpful for developing interpersonal relationships in organizations and leadership practices through recognition of the importance of the transparency, practices and adequacy of mutual interaction. The results presented here may contribute to such understanding and help leaders to relate to members as both subjective individuals and parts of a complex social network. The results may also increase members' awareness of possible ways that they can promote the development of good LMX relationships in organizations.
Originality/Value:
The novelty of the study relates to the identification of the collective, emotional and multidimensional nature of LMX relationships.
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