Managerial practices, trust in leadership, and performance: Case of the Georgia department of transportation

Yoon Jik Cho, Theodore H. Poister

Research output: Contribution to journalArticlepeer-review

28 Citations (Scopus)


This research explores relationships among managerial practices, trust in leadership, teamwork, and organizational performance. It seeks to contribute to the existing knowledge of trust research by exploring several antecedents and outcomes. Based on the social exchange theory, the research examines whether managerial practices are associated with trust in leadership. Trust in leadership, then, is expected to improve teamwork and organizational performance by several leadership theories. Using data from an employee survey conducted for the Georgia Department of Transportation (GDOT) in 2010, we test the ideas by structural equation model analysis. Three kinds of trust in leadership - trust in department leadership, trust in leadership team, and trust in supervisor - are investigated. The analysis confirms that several managerial practices are substantially associated with the three kinds of trust, which in turn affects teamwork and organizational performance. Trust in department leadership is directly related to performance, whereas trust in leadership team and trust in supervisor are more likely to affect performance through teamwork.

Original languageEnglish
Pages (from-to)179-196
Number of pages18
JournalPublic Personnel Management
Issue number2
Publication statusPublished - 2014 Jun

All Science Journal Classification (ASJC) codes

  • Public Administration
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation


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