A set of slides used for the oral presentation at the 100th annual convention of the National Communication Association, Chicago, IL.

1. , Ph.D.
College of Business, Rikkyo Univ.
matsunaga@rikkyo.ac.jp

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Schaufeli et al., 2002, p. 74

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6. Leader
Member
Work Team
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MLQ5X
(Bass & Avolio, 1997)
McAllister’s
(1995) scale
Earley & Erez’s
(1997) scale
Gallup Workplace
Audit (Q12)
Detert & Burris’s
(2007) scale

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MLQ5X
(Bass & Avolio, 1997)
McAllister’s
(1995) scale
Earley & Erez’s
(1997) scale
Gallup Workplace
Audit (Q12)
Detert & Burris’s
(2007) scale

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MLQ5X
(Bass & Avolio, 1997)
McAllister’s
(1995) scale
Earley & Erez’s
(1997) scale
Gallup Workplace
Audit (Q12)
Detert & Burris’s
(2007) scale

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TRF .30**
TRS −.22**
TRF .10*
TRS −.16**
* p < .05. ** p < .01.
TRF x PD →Trust .36*
TRS x PD →Trust .25*
There were no consistent patterns found regarding
interaction effects re: collectivism or engagement.
.28** .47**
Model fit the data adequately: RMSEA = .01-.03, CFI = .95-.99, SRMR = .01-.05

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15. The linkage of leadership between trust
and engagement are moderated by
team values (esp. power distance).
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TRF enhances trust, which, in turn, leads to engagement

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