Research On The Influence Of Transformational Leadership Behavior On Leadership Trust

As globalizing,Chinese companies are taking the initiative to go overseas.The incidents of Chinese companies acquiring foreign companies have long been commonplace.From the original "introduction",they gradually became self-confident and began to "go out" actively.In this process,the cultural differences between different countries,the cultural conflicts between different enterprises,and the management problems caused by them have put forward higher requirements for the management capacity.At the same time,with the development of science and technology,R&D capability has gradually become one of the core competencies of enterprises.As an important part of R&D capability,R&D talent has become the focus of managers'attention,and the R&D talent management has become an important part of management practice.Enterprises need to unite many high-tech talents to strengthen themselves and achieve rapid development to compete for more,narket share.The introduction of the transformational leadership theory coincides with this rapidly changing environmental requirement.As the basis of motivation,trust is also an important foundation for building a harmonious society.It can play an important role in adapting the organization to a changing environment.In the organization,employees' trust in direct leader has many positive effects.It can improve employee performance,retain key talents,and reduce management costs while employees and leaders interact,feedback to real feelings,these behaviors can help managers improve management efficiency,resulting in good performance and organizational atmosphere.Trust is also an important outcome variable for transformational leadership behaviors.Therefore,transformational leadership and trust in leader have become the focus of management research.This paper will focus on the research and development personnel of the electrical manufacturing industry,and will theoretically and empirically analyze the mechanism of the four transformational leadership behaviors on leadership trust.Transformational leadership is a process of social exchange.While studying the behavior of leaders,it is also necessary to study the response of the subordinates.Based on a review of past theoretical research,this study proposes the assumption that four different transformational leadership behaviors have a positive impact on trust in leader;At the same time,this study also believes that the trust propensity of employees has a moderate effect between transformational behaviors and trust in leader,forming a relatively systematic framework to study the generation of trust in leader.It is important to note that this study is a study at the individual level and therefore only considers variables at the individual level.This study collected questionnaires from 207 R&D persons from the electrical equipment manufacturing industry.The collected data were collated by SPSS 21.0,and the proposed research hypothesis was verified.The study draws the following conclusions.(1)Leaders' moral modeling behaviors have positive effects on trust in leader,cognitive trust in leader and affective trust in leader;(2)The individualized consideration behaviors of leaders has a positive effect on trust in leader,cognitive trust in leader and affective trust in leader;(3)Leader's charisma behaviors have a positive impact on trust in leader and cognitive trust in leader;(4)The leader's visionary behaviors have no obvious positive impact on trust in leader,cognitive trust in leader and affective trust in leader;(5)The trust propensity of employees only has a moderate effect between the individualized consideration behaviors of leaders and cognitive trust in leader.That is,when the trust propensity of employees is high,the relationship between the individualized consideration behaviors of leaders and trust in leader is stronger;(6)The trust propensity of employees has no moderate effect between moral modeling behaviors,visionary behaviors,charisma behaviors,individualized consideration behaviors and affective trust in leader;(7)The trust propensity of employees has no moderate effect between moral modeling behaviors,visionary behaviors,charisma behaviors,individualized consideration behaviors and cognitive trust in leader;(8)The trust propensity of employees has no moderate effect between moral modeling behaviors,visionary behaviors,charisma behaviors,individualized consideration behaviors and trust in leader.