Research Proposal The Informal Relationship Between Leader and Subordinate and Its Effect to Increase the Performance Through Trust Student’s Name Operational Definitions of the Variables Informal Leader-Subordinate Relationship: Informal relationships can be seen to comprise friendship, trust, advice seeking and exchange of goods and services (Ibarra, 1992).
According to Simon (1947), the driving forces of informal relationship are inherent within humans. They may be social or psychological and can be detrimental or helpful for the formal organization. An informal relationship is defined as “a network of personal or social relations not defined by formal organization” (Gillespe, 1991). Trust: Trust is defined as “an expectancy held by an individual or a group that the word, promise, verbal or written statement of another individual or group can be relied upon” (Shaub, 1996).
Nooteboom’s framework of trust suggests that trust has two dimensions i. e. competence and goodwill trust. The former, refers to the trust in the individual’s abilities to perform his/her duties and the later, goodwill trust, is the trust in the individual’s intentions to perform his/her duties (Kerler and Killough, 2009). Employee Performance: Employee job performance generally refers to the employee behaviors that affect the overall organizational goals. It inculcates three basic components; task, counterproductive and citizenship performance.
Task performance is defined as doing what is expected by the organization given the job or role. Citizenship and counterproductive behaviors are not formally related to job. Citizenship behavior is not explicitly a part of employee job description but adds to organizational effectiveness. It is mostly referred to as altruism and courtesy towards other employees. While counterproductive performance refers to absenteeism and vandalism (Halldorsson, 2008). Suggestion of the Theories That can be Employed Leader member exchange theory Social Exchange Theory Relational leadership theory Suggestions It would be better if you mould your topic a bit and make it more precise with the help of your supervisor.
Further, I would recommend you to take employee job performance as your dependent variable and I have identified the sub-variables within it. Now, you can easily deduce your hypothesis, problem statement from the framework and start working on the methodology by reviewing the literature. Good Luck References Gillespie, R. (1991). Manufacturing Knowledge: A History of the Hawthorne Experiments. Cambridge University Press: New York. Halldorsson, F. (2008). Leadership Style, Employee Job Performance, and Organizational Outcomes. Proquest Information and Learning Company: United States. Ibarra, H. (1992).
Homophily and Differential Returns: Sex Differences in Network Sturcture and Access in an Adverising Firm. Administrative Science Quarterly, 37, pp. 422-447. Kerler, W. A., Killough, L.N. (2009). The Effects of Satisfaction with a Client’s Management During a Prior Audit Engagement, Trust, and Moral Reasoning on Auditors’ Perceived Risk of Management Fraud. Journal of Business Ethics, 85, pp. 109–136. Shaub, M. (1996). Trust and Suspicion: The Effects of Situational and Dispositional Factors on Auditors’ Trust of Clients. Behavioral Research in Accounting, 8, pp. 154–174. Simon, H. A. (1947). Administrative Behaviour. 2nd Edition. The Macmillan Company: New York.