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Publication Date

Spring 2025

Degree Type

Thesis - Campus Access Only

Degree Name

Master of Science (MS)

Department

Psychology

Advisor

Howard Tokunaga; Megumi Hosoda; Mia Fagan

Abstract

The present study examined the moderating effect of self-efficacy on the positive relationship between trust in leadership and performance in a remote work setting, with performance analyzed through the lens of task and contextual performance, such that higher levels of self-efficacy would strengthen the relationship. A sample of 103 participants completed an online survey measuring their levels of self-efficacy, perceptions of trust in their leaders, and their confidence in their abilities to carry out job-task duties and extra-role duties. Results showed that there were direct relationships between trust in leadership and self-efficacy for task performance. However, no relationship was found between trust in leadership and contextual performance. Contrary to the research hypothesis, the positive relationship between trust in leadership and task performance was stronger for individuals with lower levels of self-efficacy than for those with higher self-efficacy. This finding suggests that individuals with lower self-efficacy may be more influenced by trust in leadership, highlighting the critical role of leadership in enhancing task performance, particularly for those with less confidence in their abilities. The results of the current study suggest that organizations should encourage trust building behaviors between leaders and remote workers who are lower on levels of self-efficacy to strengthen the relationship between trust in leadership and task performance.

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