Abstract

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership.