ORIGINAL RESEARCH

published: 05 July 2022

doi: 10.3389/fpsyg.2022.925732

Does Servant Leadership Stimulate

Work Engagement? The Moderating
Role of Trust in the Leader
Guangya Zhou 1 , Rani Gul 2* and Muhammad Tufail 3
1
College of Education, Anyang Normal University, Anyang, China, 2 Departmental Ethical Committee, Faculty of Education,
University of Malakand, Chakdara, Pakistan, 3 Institute of Business Studies and Leadership, Abdul Wali Khan University,
Mardan, Pakistan

A positive leadership style can promote work engagement. Using social exchange theory,
this study examines the impact of employee leadership styles on work engagement.
In addition, the link also considered the mitigating role of trust in leaders. Preliminary
data were collected from the educational and non-educational staff of the Business
Management Sciences and Education Department at different universities. We collected
responses from 242 employees from selected universities using the purposive sampling
technique. We tested the proposed hypothesis using linear regression. Research has
shown that there is a positive link between employee leadership and work engagement.
Edited by:
Muhammad Irfan,
When trust in leaders as facilitators was introduced, the relationship between leadership
Bahauddin Zakariya and work engagement was relaxed to increase trust in leaders. Practical and theoretical
University, Pakistan contributions to the study were provided with recommendations for further study.
Reviewed by:
Naeem Anjum, Keywords: work engagement, leadership styles, social exchange theory, servant leadership, moderator
University of Sargodha, Pakistan
Azhar Abbas,
University of Agriculture, INTRODUCTION
Faisalabad, Pakistan

*Correspondence: For long-term development, organizations need to identify factors that encourage employees to
Rani Gul actively participate in their work (Den Hartog and Belschak, 2012). Employees who follow normal
dr.rani27@gmail.com work routines are productive, enjoyable, efficient, and proactive (Tims et al., 2011). Trust in the
organization is recognized as one of the key factors in increasing employee involvement (Buckley,
Specialty section: 2011). Management needs to be confident in their employees, as they are expected to engage in day-
This article was submitted to to-day operations. Excessive control oversight and enforcement can discourage employees from
Organizational Psychology, participating in their duties. Integrity affects trust between leaders and followers Ahmad et al.
a section of the journal
(2022). The impact of integrity on the concept of trust was given to followers honestly: Trusting
Frontiers in Psychology
the leader. Attention has a higher level of integrity (Schoorman et al., 2007). Non-profits (such as
Received: 21 April 2022 universities) face many obstacles, i.e., decreased sales and limited funding (McDonald, 2007) and
Accepted: 16 May 2022
lack of commitment. Such problems reinforce the need to overcome these obstacles and require
Published: 05 July 2022
a more flexible and skilled workforce for sustainability. Leadership plays an important role in
Citation:
observing the behavior of extra roles. Leadership styles, whether profit or non-profit, have common
Zhou G, Gul R and Tufail M (2022)
Does Servant Leadership Stimulate
characteristics (Akingbola, 2013; Gul et al., 2022), relying on outstanding leadership, a style in
Work Engagement? The Moderating which these challenges can be discussed (Aboramadan, 2018). Given the academia as a non-profit
Role of Trust in the Leader. organization, employee leadership is an appropriate approach (Ortiz-Gomez et al., 2020). Employee
Front. Psychol. 13:925732. leaders are followers who prioritize profits, focus on selfless value (Banks et al., 2018), and consider
doi: 10.3389/fpsyg.2022.925732 themselves as other workers (De Clercq et al., 2014).

Frontiers in Psychology | www.frontiersin.org 1 July 2022 | Volume 13 | Article 925732

Zhou et al. The Moderating Role of Trust

The concept of servant leadership was created by Greenleaf that only 24% of South Asian employees are involved in their
(1977), whose purpose was to serve rather than gain power work. Previously, Resick et al. (2011) suggested that different
(Luthans and Avolio, 2003; Aboramadan et al., 2022). Employee leadership styles in different countries can have different effects.
leaders are said to act as agents (Van Dierendonck, 2011) and While maintaining these recommendations, this survey focuses
adopt employee-centric tactics. Such attributes benefit workers, on one country in South Asia, Pakistan.
businesses, and communities (Reinke, 2004). Many organizations
also wanted servant leadership as the dominant leadership
style (e.g., Van Meter et al., 2016; Lumpkin and Achen, 2018).
LITERATURE REVIEW
Hoch et al. (2016) encouraged servant leadership to explain Servant Leadership and Employee
more diversity than other styles (e.g., transformative, ethical, Engagement
or authentic leadership styles), but, because of its early stages, Leadership’s function as an antecedent to employee engagement
called for more empirical research (Donia et al., 2016). Social has been recognized in the previous study (Shuck and Herd,
Exchange Theory (SET) explains how serving leaders affect their 2011). However, other leadership styles, for example, authentic,
followers. It suggests that interdependent individuals respond spiritual, and transformational leadership styles, have been
to positive or negative behavior (Blau, 1964). Reciprocity is extensively studied (Walumbwa et al., 2010; Ahmad and Gul,
based on trust (Lioukas and Reuer, 2015) and leads to loyalty 2021). Although servant leadership has some similarities with
and commitment (Cropanzano, 2005) and sustainability of these leadership styles (Penger and Cerne, 2014; Schaufeli, 2015),
relationships (Konovsky and Pugh, 1994). For example, employee it is distinct because it is a more comprehensive approach
leaders can increase trust in their employees by demonstrating that encompasses all aspects of leadership. Likewise, empirical
fairness, morality, and honesty (Ling et al., 2017). Confidence research reveals that servant leaders are those that commit
increases because of the credibility and discernment of the leader themselves to giving chances for their followers to build new
(Greenleaf, 1977). Positive leadership behavior (e.g., servant skills and knowledge, as well as supporting them to achieve their
leadership) naturally instills trust in followers (Goh and Low, objectives via the use of their intellectual talents and capacities
2014), and employees invest more energy to achieve goals and (Walumbwa et al., 2010; Gul et al., 2021a,b,c). Employees keep
results (Saks, 2006) and encourage greater involvement (Ahmad themselves engaged in productive activities when receiving such
et al., 2019). positive encouragement and support (Hakanen et al., 2017).
Trust in leaders has been extensively studied and associated Work engagement can be defined as “a good, gratifying state of
with a variety of work outcomes (DeConinck, 2011). Trust has mind associated with labor that is marked by energy, devotion,
been categorized as an important aspect of various leadership and absorption”. Vigor implies higher energy and flexibility,
theories and has been found to empower subordinates and willingness to exert more effort, and determination. Dedication
verify that leaders are confident in their skills and capabilities means a sense of commitment, eagerness, and challenge. While
(Solomon and Flores, 2003). In this regard, Ötken and Cenkci absorption refers to full concentration and absorption in work.
(2012) warned of a lack of research and suggested conducting Work engagement entails these three facets, yet confirmed a
research on trust in executives as a moderating variable. Taking single factor, and this study also counted work engagement as
these recommendations and discussions into account, this a uni-dimensional construct. Positively engaged employees in
study focuses on senior management because research is about their work result in lesser wastage of existing resources. Servant
leadership style and beyond. Managers are motivated by intrinsic leadership diagnose followers’ qualities (van Dierendonck and
rewards (Kuvaas, 2006), peer relationships, top management Nuijten, 2011), and followers are motivated (Schaufeli and
(May et al., 2002), and the obvious opportunities (Thompson and Bakker, 2004). Followers show more dedication when their
Heron, 2005). Highly skilled and usually engaged in multifaceted personal needs are addressed (Page and Wong, 2000; Yan et al.,
tasks (Agarwal, 2014), top managers execute organizational 2020). In academic settings, the influence of servant leadership
strategies, drive change, create operational environments, and has been identified (Aboramadan et al., 2022).
motivate their subordinates (Agarwal, 2014). Delmestri and Therefore, employees who work in this style of management
Walgenbach, 2005). Organizations rely primarily on managerial are expected to increase their commitment to their daily work.
ingenuity and revolution (Dutton et al., 1997). Therefore, trust However, there are few studies on this association, and recent
in the leader can ease the relationship. Confidence in leaders as studies suggest more evidence (e.g., Alafeshat and Aboud, 2019).
moderating variables lacks research (Ötken and Cenkci, 2012; Therefore, we proposed the following hypothesis:
Gul et al., 2021a,b,c) and requires further empirical research.
Haq et al. (2021) also called for further research on individual H1: There is a significant relationship between servant leadership
outcomes and the moderating role of management confidence in and employee work engagement.
work engagement. In addition, Borst et al. (2020) suggested that
research was conducted primarily in developed countries, with Trust in Leader and Work Engagement
significantly less in developing countries, and further research Trust can be defined as “A psychological condition characterized
was recommended in developing countries (Middle East, Africa, by the goal of tolerating vulnerability based on favorable
and South Asia). To ensure that there are homologous results expectations of another’s intentions or behavior.” (Rousseau et al.,
in the proposed region, one can see if the intended effect is 1998, p. 395; Ali and Zafar, 2021). Trust in the leader has been
replicated across the country. In this regard, it was confirmed an important area for research studies and has been studied

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Zhou et al. The Moderating Role of Trust

concerning job antecedents and work outcomes (DeConinck, engaged in their duties (Wang and Hsieh, 2013). Moreover, when
2011), for example, Organizational citizenship behavior (Choong individuals find trust and support from their leaders and growth
et al., 2019; Ayub et al., 2021a,b), organizational commitment in careers (Saks and Gruman, 2018), such personal progress
(Abbas et al., 2021), job satisfaction (Fard and Karimi, 2015), job and development might be expressive and result in emotional
performance (Zhu et al., 2021), and proactive behavior (Parker engagement and enthusiasm.
et al., 2006). Trust has been widely studied as a moderator (see, Chang and
For work engagement, trust is one of the key indicators. Wong, 2010; Bal et al., 2011; NeJhaddadgar et al., 2020) due to
Trust allows employees to be productive and enthusiastic about the reason for the main pillar of the relationship (McAllister,
their work (Agarwal, 2014). When trust is low, employees spend 1995). Keeping in view the same, it is proposed that servant
more time protecting themselves. Trust has been discovered leadership will influence the employees’ behavior in organizations
as a reason why certain employees can perform their duties (Gul and Khilji, 2021). As discussed earlier, a leader can develop
properly and act discretionarily without compensation. This is and sustain a good relationship and urge employees to refund
similar to the concept of “employees traveling extra distances” the organization in the same way. This study focuses on the
that is characteristic of engaged workers (Abbas et al., 2020). moderating role of trust in a leader in a link between servant
According to SET (Blau, 1964), recognition of trust in leaders leadership and work engagement. Trust is a vital element due
can develop mutually. In other words, employees respond to to daily interaction and work engagements. Trust confirms the
the treatment they receive from within the organization or from cooperation is organizations (Misztal, 1996; Khan et al., 2020).
leaders. He further suggested that social or economic principles Servant leadership promotes a favorable working environment
form the basis of any commutation relation. Like economic that urges employees to show positive behavior. Similarly, trust
benefits, social exchange predicts future benefits, but the nature in the leader also plays the same role. It is, therefore, assumed
is not yet clear as employees are considering how they were that servant leadership, when paired with trust in the leader,
valued. Therefore, trust in leaders is important for maintaining may strengthen the said relationship, and the employees may
social exchange, as it creates a commitment to show positive be found more engaged in their duties. Thus, we proposed the
work attitudes and behaviors (Gul et al., 2021a,b,c). For example, following hypothesis:
during difficult times or increased workload, employees show
H3: Trust in a leader would moderate the link between servant
discretionary behavior related to commitment and repayment
leadership and work engagement such that the relationship
to the organization. They are convinced that the recognition of
would be stronger for higher trust in the leader.
leaders’ insights and skills will bring more benefits to both the
organization and its employees (Spreitzer and Mishra, 2002).
This awareness allows employees to focus on the tasks they need, METHODOLOGY
rather than other issues (Mayer and Gavin, 2005). Trust in leaders
is a driving force that motivates employees to focus on their work We collected data from faculty members and non-faculty
and is a condition of a serious working environment. Therefore, members working at the universities. The target population was
we proposed the following hypothesis: recruited from the University of Khyber Pakhtunkhwa, located
in a province of Pakistan. According to the Khyber Pakhtunkhwa
H2: Trust in a leader has a significant impact on
has 40 public and private university/degree awarding institutions.
work engagement.
Data were collected from two faculties of the selected university,
namely, the Faculty of Management Sciences and the Faculty of
The Moderating Role of Trust in Leadership Education. Different organizations deal with different external
Trust is a vital drive for leadership efficacy and has been competitive pressures and have a positive impact on employees
acknowledged for the prosperity of any organization. Trust has (Hodson, 2002; De Clercq and Belausteguigoitia, 2017; Gul et al.,
been classified as affective or cognitive (Azizi et al., 2021). 2020). Thus, for this reason, we collected data from the same
Affective trust, based on the social exchange process, is related organizations, which helped us to avoid the perception and
to the emotional tie between leader and subordinates, while evaluation of different affecting factors across organizations.
the latter originates from the characteristics of a leader (Su English is the mode of official correspondence in both public
et al., 2021). The level of trust between leaders and subordinates and private organizations in Pakistan (Abbas and Raja, 2019);
determines the strength of a relationship. Trust is the willingness therefore, it was unnecessary to translate the questionnaire into
to exchange and takes place when the employees believe that the national language as the employees who were targeted for
exploitation would not take place and collaborative relationships data collection were well aware of English. Employees were
would be exercised. The collaborative relationship can be approached by getting permission from the Registrars of the
developed by leaders based on integrity and authenticity (Avolio universities. The context and aims of the study were cleared to
et al., 2004). Leaders’ consistent fair actions develop a healthy them, and then, the questionnaires were distributed. The offices
atmosphere (Coxen et al., 2016; Abbas et al., 2019), and such of the respective respondents were visited and were requested
actions help in the development of positive behavior (Dirks to take part in the study. The collected data relied on a survey
and Ferrin, 2002; Gul et al., 2021a,b,c). When employees find instrument we collected from 237 employees. Respondents were
their leader/supervisor trustworthy, it positively affects their approached by adopting the purposive sampling technique. The
well being (Su et al., 2021), and employees would be more purposive sampling technique allows researchers to follow their

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Zhou et al. The Moderating Role of Trust

TABLE 1 | Break down of sample size. TABLE 3 | Model fit.

Particulars No. of the questionnaires Percentage (%) Model χ2 df RMSEA CFI IFI TLI
distributed
Three Factors (Hypothesized) 1887.23 732 0.04 0.93 0.92 0.93
Composition of questionnaire One factor (All items on a single factor) 2941.75 738 0.08 0.71 0.73 0.71
Distributed 300 100
Completed 242 80.67
Discarded 22 7.33
Not received 36 12 Control Variable
One-way ANOVA was run to check the significance of
demographic variables. We found gender as significant, and thus,
TABLE 2 | One-way ANOVA. it was used as a control variable.
Demographic F P
Statistical Analysis
Age 1.36 0.17 Multiple regression analysis was run to test the proposed
Gender 0.35 0.81 hypothesis 1 (there is a significant relationship between servant
Education 2.97 0.03 leadership and employee work engagement) and hypothesis 2
Experience 0.73 0.60 (trust in a leader has a significant impact on work engagement.
Also, moderated regression analysis was run to test the
third hypothesis (trust in a leader would moderate the link
between servant leadership and work engagement such that the
judgment and information. The general threshold of response relationship would be stronger for higher trust in the leader).
above 50% of the distributed questionnaire is desirable (Babbie In our model, trust in leadership was proposed as a moderating
and Benaquisto, 2009). Among the distributed questionnaires, variable and was hypothesized to strengthen the relationship
we got a 64.2% response rate, an appropriate percentage in between servant leadership and work engagement.
the Asian region (Abbas et al., 2014; Tufail et al., 2017).
The data were collected in two rounds. In the first round, Validity Analysis
responses against servant leadership and work engagement were Confirmatory factor analysis was carried out before testing the
recorded, while in the second round, responses against trust proposed hypothesis. Three-factor and one-factor models were
in leader were recorded. Details about the distributed and run to validate the distinctiveness of the study variables. Table 3
received questionnaires are provided in Table 1. For the analysis, predicts that the three-factor model was fit than the one-factor
22 questionnaires were discarded, as they somehow were not model: χ2 /df = 2.57; IFI = 0.91; TLI = 0.92 CFI = 0.91; RMSEA
completed with all aspects. A complicated question was added = 0.05. These values confirmed the discriminant validity, and no
to the adopted questionnaire to confirm the quality of the common method bias was found.
responses prescribed by Torres et al. (2017). The respondents
who answered this question wrongly were not included in the RESULTS
analysis. The demographic analysis (Table 2) resulted that among
the employees who took part in the study, the average age was Table 4 shows the correlation among the study variables and
33.7 years, 6% of the employees hold master’s degree, 71% of found that there are significant relationships between variables,
the employees hold MS degree, 20% of the employees hold PhD, confirming the initial support for the proposed hypotheses.
and only 3% of the employees hold post-doctorate. Among the Correlation is significant at 0.01 levels (2-tailed). Correlation
respondents, the average tenure for the current organization was is significant at 0.05 levels (2-tailed). Alpha values are given
5.2 years and 72% were men. in parentheses.

Measures Hypotheses Testing

All the study variables were measured through questionnaires Table 4 exhibits regression analysis. The first hypothesis
adopted from previous studies. Servant leadership was measured proposed that ethical leadership has a positive relationship with
through 28 items developed by Liden et al. (2008). The responses work engagement. The results confirmed the said relationship
were recorded regarding the servant leadership from employees (β = 0.53, p < 0.05) and thus supported the hypothesis.
who work under the direct supervision of the manager/leader Furthermore, the second hypothesis, trust in the leader has a
rather than the general manager of the organization. Employee significant relationship with employee work engagement, was
work engagement was measured through 9 items scale developed also confirmed (β = 0.68, p < 0.05).
by Schaufeli et al. (2007). Responses regarding trust in leaders Finally, the third hypothesis states that trust in leader
were recorded through 6 items scale developed by Podsakoff moderates the relationship between servant leadership and work
et al. (1990). All the scales were on a five-point Likert scale. engagement. The results Table 5 supported supported that trust
Discouraging the threat of “guessing” the order of the items was in the leader moderates the said relationship. The combined
counterbalanced (Darvishmotevali and Ali, 2020). effect of servant leadership and trust in the leader was found

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Zhou et al. The Moderating Role of Trust

TABLE 4 | Correlation and reliabilities. both individuals and the organization, they would be more
willing to engage in their duties (Buckley, 2011). Our study
Variable 1 2 3
confirmed that a relationship between leader and subordinates, if
SL (0.81) trustworthy, would endorse engagement. Such engagement will
TL 0.15** (0.85) be based on the trust in the leader. Such perception is developed
WE 0.40** 0.35** (0.78) by psychological safety (Maximo et al., 2019). For example, if
a relationship is characterized by trust, individuals will expect
N = 242. “*” means the correlation is significant at the 0.05 level (2-tailed). “**” means the fair treatment, and a psychologically harmless environment is
correlation is significant at the 0.01 level (2-tailed).
likely to support work engagement. In such an environment,
employees are more innovative and involved in their duties.
TABLE 5 | Moderating analysis. Robinson et al. (2004) suggested that engagement is a two-
way process. When employees find their leaders honest, they
Moderator trust in leader Dependent: Work engagement repay in the form of engagement. A sense of engagement is
β SE LLCI ULCI developed (Cropanzano and Mitchell, 2005). Previous studies
also concluded the significant impact of trust and job outcomes
Constant 1.81** 0.18 1.82 2.43 (Buckley, 2011).
Education 0.29** 0.15 0.03 0.52 Regarding the moderating role of trust in a leader, it was
TL 0.31** 0.09 0.85 0.50 concluded that trust in a leader significantly moderates the
SL 0.58** 0.08 0.41 0.64 relationship between servant leadership and work engagement.
TL × SL 0.15** 0.09 0.55 0.22 It is confirmed that trust in a leader has a significant impact
1R2 0.07** on job outcomes (DeConinck, 2011). Trust is a vital aspect
F 15.54 of leadership theories (Ötken and Cenkci, 2012). Our study
points out that when employees trust their leaders, they would
Two stars ‘**’ denote that the corresponding variable is significant at 5% level.
be involved in positive behavior irrespective of the leadership
style; rather, employees would show a sense of responsibility
significant (β = 0.38, p < 0.05). Furthermore, 1R2 was found and commitment. Trust in a leader, when paired with a servant
0.07, a minute but significant effect. leadership style, strengthened the link with work engagement.
Figure 1 illustrates the moderating effect of trust in a leader.
It elaborates that the servant leadership–work engagement
relationship was strengthened for higher trust in the leader.
CONCLUSION
DISCUSSION This study adds to the area of leadership and work engagement
by examining the relationship between servant leadership and
As an important factor for organizational effectiveness, every work engagement, along with the moderating role of trust in
organization wants to have engaged employees. Employee leaders in academic settings. With Social Exchange Theory as the
engagement has been investigated at an individual level, at the underpinning theory, our results showed that servant leadership
organizational level, and even at the organizational analysis influences work engagement. Similarly, trust in a leader has a
level (Bakker et al., 2008). Similarly, different leadership styles direct impact on work engagement. Furthermore, the moderating
have also been investigated concerning work engagement, role of trust in the leader in a link between servant leadership
for example, transformational leadership (Amor et al., 2020), and work engagement was also explored, and the moderating
authentic leadership style (Oh et al., 2018), ethical leadership role was confirmed. Our study shows that trust in leaders boosts
(Ahmad and Gao, 2018), and paternalistic leadership (Öge work engagement. We hope this study may assist the platform for
et al., 2018). These studies have declared the positive effect of further studies.
leadership styles on work engagement. Servant leadership shares It is vital for leaders, employees, and human resource
some features with these leadership styles, and its dimensions departments not to ignore the importance of leadership roles
are inclusive in supporting employees’ development, which and job outcomes. Servant leadership plays an important
is favorable for skills development, enhancing abilities, and role in crafting a supportive work environment. Leadership
productivity. Our results concluded that servant leadership has a development programs can be designed, which may improve the
positive impact on employee work engagement. The relationship working conditions and make employees involve in their duties
between servant leadership and work engagement is based on positively. Engaged employees enhance the overall performance.
the social exchange theory. It proposes that reciprocity supports Since the organizational future depends upon employees’ positive
a positive working environment. Trust sustains social exchange behavior, the higher authorities need to create an atmosphere of
relationships (Konovsky and Pugh, 1994). Thus, working in such mutual trust and empower employees to work at their best. The
a supportive environment employees would be more involved in Heads of the Universities need to communicate properly about
their work. hurdles. In case of crises, the Head is not supposed to detriment
If employees believe that their leaders are trustworthy and the trust, instead needs to communicate and share the problem
the decision taken by them would be in the best interest of with the subordinates. Such action may strengthen the trust in the

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Zhou et al. The Moderating Role of Trust

FIGURE 1 | Moderating role of trust in leader between servant leadership and work egagment.

leader, and employees may perform better even in critical spells. Limitations and Future Directions
Mutual trust unlocks opportunities, and employees understand This study is not without limitations. First, this study was
that mutual trust sustains relationships and keeps individuals single-sourced and conducted at a single organization. Multiple
viable. By creating a trustworthy environment, employees would sources and different organizations may be considered for further
be more engaged. Management may reap the benefits by studies. The causality was not answered. Randall et al. (1999)
providing a trustworthy environment where the employees feel suggested that longitudinal studies are needed to determine
secure and can work with more enthusiasm. causality. Second, employee work engagement was measured
as a single dimension. The literature suggests two types of
Theoretical Contribution work engagement, namely, work engagement and organizational
Our study contributes to the literature by following the engagement (Saks, 2006). Therefore, future studies may consider
recommendations suggested by Borst et al. (2020) and Haq these two dimensions with other outcomes. Third, trust in a
et al. (2021). The findings indent leaders boost the feelings leader was taken as a moderating variable. However, trust has
of employees, and thus, the result can be more engaged. been classified as affective or cognitive trust (McAllister, 1995;
Remarkably, our findings are consistent with those of Dirks and Ferrin, 2002). Based on the social process, the former
the studies conducted in developed economies like North refers to an emotional link between leader and subordinate, while
America and Europe. Our findings show that irrespective the latter is derived from the leader’s characteristics (Shuck and
of the region, employees in Pakistan (an Asian developing Herd, 2011). Thus, both can be distinctively studied. Finally,
country) yielded homologous results. Theoretically, in line other individual traits, e.g., personality traits and perception of
with social exchange theory, our results confirmed that organizational justice, may be tested with negative behavior (e.g.,
employees being supervised by servant leadership were more deviant behavior and knowledge hiding) for moderating and the
engaged with a view to recompense for the organization underlying mechanism.
(Blau, 1964). In the current era, monitoring and close
supervision are no longer necessary. Instead, facilitating
DATA AVAILABILITY STATEMENT
strategies are required to be designed and implemented. It
is important since outstanding financial gains are based on The raw data supporting the conclusions of this article will be
engagement. made available by the authors, without undue reservation.
Engagement cannot be secured without trust. Trust in a
leader creates a feeling of safety. In times of organizational
stress, the value of feeling comfortable enough to engage is
ETHICS STATEMENT
amplified. Trust must be earned, and it might happen fast or The studies involving human participants were reviewed and
not at all, especially for newcomers. It advocates that more approved by Departmental Ethical Committee, Faculty of
care needs to be taken regarding the socialization process of Education, University of Malakand, Chakdara, Pakistan. The
newcomers as they arrive with implied expectations. Individuals patients/participants provided their written informed consent to
learn to trust depending on what occurs to them and what participate in this study.
does not happen to them, as well as what occurs to others.
It implies that management can secure trust by observing
not only what happens to employees but also what occurs AUTHOR CONTRIBUTIONS
around them. A nurturing environment of trust and engagement
can be got by acknowledging and expressing sensitivity to All authors listed have made a substantial, direct, and intellectual
employees’ needs. contribution to the work and approved it for publication.

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Zhou et al. The Moderating Role of Trust

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