Employee trust in leaders as a multidimensional relational system: scale development and hierarchical validation among Chinese expatriate employees in multinational enterprises
Haiyuan Hu, Khahan Na-NanPurpose
This study reconceptualizes employee trust in leaders as a multidimensional relational system and develops a hierarchically integrated measurement scale that captures evaluative, reciprocal and structural dimensions of leadership trust.
Design/methodology/approach
A theory-driven, multi-stage scale development process was employed. Data were collected from 450 Chinese expatriate employees assigned to overseas positions in multinational enterprises (MNEs) headquartered in Zhejiang Province, China. Exploratory factor analysis (n = 200) and confirmatory factor analysis (n = 250) were conducted to validate the dimensional and hierarchical structure of the proposed scale.
Findings
Results support a four-dimensional structure comprising interpersonal reliance, distrust vigilance, perceived being trusted and contextual trust support. The dimensions are empirically distinct yet hierarchically integrated into a higher-order construct of employee trust in leaders. Distrust vigilance emerges as a significant but negatively oriented component, indicating that trust and vigilance coexist within leader–employee relationships. The findings demonstrate that leadership trust extends beyond unidimensional evaluation and includes reciprocal signaling and institutional embedding.
Originality/value
This study advances leadership theory by integrating distrust vigilance and contextual support into the conceptual architecture of trust and by validating a multidimensional hierarchical scale. The findings provide a more comprehensive representation of leadership trust, particularly in complex and multinational organizational contexts. The scale was developed and validated using a sample of Chinese expatriate employees in MNEs; researchers and practitioners applying these findings in other national or organizational settings should consider potential boundary conditions and offer actionable implications for leadership development and organizational design.