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reeing or strongly agreeing with the item statements. To address RQ3 (potential impact of approach on trusting relationships), we employed multilevel mixed-effects regression analysis with longitudinal observations (level 1) nested within individuals (level 2). Two distinct models were estimated—one focused on particip... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.989 | 0.82 | ["management", "communication", "networking", "war_conflict"] | 444 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534479 | [
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on participants' trust toward their team members. Both models controlled for participant role and baseline levels of perceived psychological safety (mean-centered). The models also focused on participants who were involved beginning at baseline data collection, resulting in an analytic sample of 15 individuals with 88 ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.846 | ["management", "interview", "war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534525 | [
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rdings were transcribed verbatim in preparation for analysis), we employed principles of reflexive thematic analysis by engaging in the following key phases of analysis (a) familiarization (i.e., foundational and thorough engagement with the interview data), (b) organic coding process (i.e., open-coding process unburde... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.842 | ["interview", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534560 | [
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theme generation using codes, and (d) testing initial themes against the data and refining themes as needed ( 42 ). We prioritized the coding of content reflecting concepts represented in the theoretical model of trust-building (See Figure 1 ). As applicable, we also coded and developed themes representing novel insigh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.997 | 0.848 | ["philosophy"] | 485 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534594 | [
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s experienced the training and coaching approach. Results Turning first to module attendance as an indicator of feasibility and acceptability (RQ1 and RQ2), attendance across all modules (including the initial kick-off event) ranged between 69% (Input 3) and 94% (Input 1). Overall, given the numerous other work demands... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.996 | 0.838 | ["war_conflict"] | 478 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534629 | [
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eptability of the training and coaching approach. All trainings sessions were completed in the time allotted (40 min) by the public system during regularly scheduled implementation team meetings. The timeframes for training delivery demonstrate the feasibility of integrating specialized training on trust-building into ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.832 | ["management", "philosophy"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534664 | [
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nt, and scaling of evidence-informed programs and practices. Table 1 displays the percentage of respondents who agreed or strongly agreed (hereafter referred to as “agree” or “agreement”) with feedback statements regarding each training session. Between 86% and 100% of respondents agreed that they were satisfied with p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.984 | 0.82 | ["negotiation", "philosophy"] | 419 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534698 | [
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nt agreement of 88% across all training sessions. Between 80% and 100% of respondents agreed that they would recommend particular training sessions to peers or colleagues, with an overall percent agreement of 84% across all training sessions. The strongest levels of agreement were yielded for the kick-off training, whi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.987 | 0.83 | ["negotiation", "strategy"] | 436 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534733 | [
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uilding. Table 1. Reactions to training sessions. Session n I am satisfied with the training session just delivered I would recommend this training session to peers or colleagues % Agree/Strongly agree % Agree/Strongly agree Kick-off training (authenticity) 14 100% 100% Input 1: Vulnerability 14 86% 85% Input 2: Co-lea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.852 | ["communication", "education"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534768 | [
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ation and frequent interactions 14 100% 86% Input 5: Quick wins 15 87% 80% Completion Overall, I am satisfied with the full training I would recommend this full training to peers or colleagues % Agree/Strongly Agree % Agree/Strongly Agree Overall 14 88% 84% Open in a new tab n represents the number of valid responses p... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.992 | 0.698 | [] | 460 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534800 | [
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dback statements regarding each coaching session. Except for the coaching session focused on vulnerability, 100% of respondents agreed that they were satisfied with each coaching session and that they would recommend the coaching session to peers or colleagues. Open-ended feedback from respondents aids in interpreting ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.85 | ["negotiation"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534834 | [
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lity might have come too early in the overall sequence of trust-building. These remarks suggest there could be value in delaying the focus on vulnerability until teams have had more time to build trust by working on other key technical and relational strategies. Table 2. Reactions to coaching sessions. Session n I am s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.864 | ["management"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534869 | [
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e/Strongly agree Input 1: Vulnerability 3 67% 33% Input 2: Co-learning & demonstration of expertise 3 100% 100% Input 3: Empathy-driven exchanges and responsiveness 3 100% 100% Input 4: Bi-directional communication and frequent interactions 2 100% 100% Input 5: Quick wins 3 100% 100% Open in a new tab n represents the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.706 | ["communication", "interview", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534904 | [
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he training and coaching sessions, offering additional insights about the feasibility and acceptability of training content. For one, participants described how training sessions covered topics that were “ familiar ” (e.g., communication, vulnerability) but enhanced the team's capacity to act on these topics through sp... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.848 | ["management", "communication"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534938 | [
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ook place in these meetings to build team cohesion and trust did not “ feel like work .” In terms of constructive feedback, building on a point raised in open-ended survey responses, some participants further noted in their interviews that vulnerability as a relational strategy for trust-building was highlighted too ea... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.862 | ["management", "strategy", "interview"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.534972 | [
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ainers, the activities related to vulnerability felt premature. As a result, some participants suggested that content related to vulnerability be placed later in the overall training and coaching sequence. Team members also discussed feeling uncertain about the training content and the “ journey ahead ” for building tr... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.85 | ["management"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535007 | [
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participants shared that as their understanding about the purpose of the trust building sessions grew, the sessions felt more predictable and their comfort level and active participation in training sessions increased. In terms of RQ3, Figure 3 shows average scores estimated from 8 items that measured participants' per... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.923 | 0.836 | ["management", "ethics"] | 418 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535041 | [
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th values ranging from a low of 1 to a high of 5. On average, participants reported significant increases over time in their perceptions that they were trusted by their team. Holding model covariates at sample-mean levels, the average rate-of-change from baseline (4.36) to completion (4.67) was 0.31 units (significant ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.708 | ["management", "ethics"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535075 | [
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( SD ) below and above the average rate-of-change included the following range of values: −0.06 to 0.69. Thus, for some participants the rate-of-change was notably higher than average, whereas for others it was near 0. The figure simply captures the average rate-of-change in the sample. Figure 3. Open in a new tab Visu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.684 | 0.694 | ["ethics", "management"] | 421 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535110 | [
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trust in self. Outcome values range from 1 to 5. Figure 4 shows average scores estimated from 8 items that measured participants' trust toward their team members, with values ranging from a low of 1 to a high of 5. On average, participants reported statistically negligible increases over time in the trust they had for ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.716 | ["management", "ethics", "war_conflict"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535145 | [
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.07 units (non-significant at p < .05); however, this value varied significantly across participants (i.e., significant random effect), such that one SD below and above the average rate-of-change included the following range of values: −0.29 to 0.42. The figure simply captures the average rate-of-change in the sample. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.691 | 0.696 | ["ethics", "management"] | 453 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535179 | [
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trust in team. Outcome values range from 1 to 5. Turning to RQ4, findings from the qualitative interviews demonstrated support for the proposed theoretical model (see Figure 1 ). Participants described how the trainings on trust-building strategies triggered positive emotional responses among implementation team member... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.85 | ["management", "ethics", "interview", "education"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535214 | [
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ositive learning environment and contributed to increased trust among team members. Trust among team members subsequently contributed to team members reporting increased motivation to support implementation efforts, and a greater sense of capacity and opportunity to do so. Participants also reported feeling more resili... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.846 | ["management", "motivation", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535248 | [
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t this early stage, some participants reported that greater trust contributed to more inclusive decision-making and data use among team members. Data-driven decision-making was described as central to implementation activities, with a focus on using evidence-based practices with fidelity. We now turn to granular findin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.84 | ["decision_making", "management"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535283 | [
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responses to implementation support as positive emotional responses to interactions that happen within the context of implementation activities ( 18 ). These positive emotional responses may include feelings such as enthusiasm and joy and are hypothesized to contribute to positive relationships among implementation par... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.838 | ["management", "networking", "interview"] | 508 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535319 | [
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positive affective responses among team members. Team members described the trust-building trainings as “happy,” “freeing,” “enjoyable,” “calming,” “engaging,” “centered,” “peaceful,” and “dynamic.” Implementation team members described a sense of apprehension at first, not knowing what to expect as part of the trust-b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.997 | 0.824 | ["management", "diplomacy", "education"] | 483 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535354 | [
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excitement engaging in trust-building activities. A team member shared “ I went from being what is this to oh, today is [training] day. I wonder what we're going to talk about and what today's session's going to be like. And then it became something to look forward to.” Additional team members emphasized that the willi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.874 | ["management", "war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535388 | [
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ating in the training refers to the extent to which end users of the training perceived benefit in training content. Perceptions of value are commonly explored in participatory research studies where researchers assess the extent to which engaged partners believed these activities produced added value economically, str... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.993 | 0.84 | ["management", "strategy"] | 463 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535421 | [
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coaching as a value-add to the work of the team. Specifically, team members reported deepened relationships and increased empathy among each other, the usefulness of the material to use in other team meetings and their work more generally, an increased self-awareness of how they could contribute to a positive implement... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.697 | 0.696 | ["management", "networking", "war_conflict"] | 485 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535455 | [
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se that can make or break implementation success. Deepening relationships and empathy Participants reported that a value-add of the training was increased empathy for the different perspectives of team members who played a different role than they did in the work (e.g., public agency staff reporting increased empathy f... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.91 | 0.838 | ["management", "networking"] | 459 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535490 | [
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each other for contracts with the public agency. In this case, private service providers reported feeling more empathy with each other for the first time. One team member shared “ I felt like it helped us to grow and for me to be more empathic to the other providers in the training.” Participants shared that the traini... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.876 | ["management", "networking"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535523 | [
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ike a bonus .” Participants appreciated setting aside explicit time for relationship-building. “ [Training on trust] embedded into your regular teamwork. It was this kind of special time that was allocated and that one thing we've also benefited from is having outside facilitators.” Usefulness of training material for ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.99 | 0.838 | ["management", "networking"] | 450 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535558 | [
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nd their use of these materials with other teams. Participants reported that “ tools were useful;” they planned to “ apply this content on other teams, with other initiatives, and with other implementation efforts;” and training materials would be “ value-add in the future.” One participant shared that the trainings af... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.862 | ["management"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535591 | [
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cesses for the project, with a focus on trust-building and using exercises from the team meetings.” Self-awareness on roles and contribution to a positive implementation environment Participants described how the trainings on trust-building made them more aware of themselves in relation to others on the implementation ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.985 | 0.822 | ["management", "war_conflict"] | 426 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535626 | [
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hey were of other people's emotional experiences. A participant described their awareness of how this training could influence specific roles in support of implementation noting, “ This work may be the tip of the iceberg. [We can] delve into that some more for team cohesion and cultivating trust among the peer navigato... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.862 | ["management", "war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535660 | [
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nother team member shared how this training influenced how they thought about their own role stating, “ [Implementation] support should be proactive and we [should] anticipate rather than be reactive to implementation challenges.” Another team member also reflecting on their role shared “ Taking a step back to identify... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.907 | 0.856 | ["management", "crisis"] | 471 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535693 | [
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oesn't mean that I have the most things going on. And so, I think it just helped me keep being extra patient even though that is really hard sometimes.” An appreciation for the focus on the “non-technical” aspects of implementation Team members commented on how the trainings on trust-building offered something more tha... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.872 | ["management"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535727 | [
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having to deal with in the nitty gritty of the budgets and the staff. It was almost like a refresh.” Team members described how the trainings resonated for them, as they understood that relational processes would influence whether implementation outcomes were achieved and commented that trust-building should inform all... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.854 | ["management", "philosophy"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535761 | [
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m members looked ahead to supporting peer mentors in their role, they described how the trainings provided scaffolding for supervisors who will need to “ demonstrate vulnerability with peer mentors” as a way to facilitate psychological safety for peer mentors, who are the crux of the evidence-based intervention for you... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.706 | ["education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535794 | [
0.020622456446290016,
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afe to take interpersonal risks, speak up and share concerns, and lift up new ideas without fear of reprisal ( 47 ). Without a culture of safety, a culture of silence can keep team members from identifying and addressing challenges while creating an illusion of implementation success. The theoretical model posited that... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.986 | 0.83 | ["communication", "management", "crisis", "education"] | 430 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535829 | [
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t of a psychologically safe learning environment. Interview findings supported this assumption, with team members emphasizing that setting aside time for trust development created a safe learning environment. One team member shared “ I do believe that the discussions we had within the [training] sessions really helped ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC11670258/ | Building trusting relationships in teams to support evidence use and implementation in human services: feasibility and acceptability of a training and coaching approach - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.971 | 0.806 | ["management", "education", "networking", "interview"] | 357 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.535863 | [
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engagement as “a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (p. 74). Both terms employee engagement and work engagement are used interchangeably. These reflect employees’ behavior directed at work characterized by positive cognitive, emotional, and physi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.689 | 0.826 | [] | 443 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.660898 | [
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rception of being insiders ( Chen et al., 2017 ). Based on the above synthesis, this study hypothesizes that: H2 : Managerial trustworthy behavior is positively and significantly related to perceived insider status. Perceived Insider Status and Employee Engagement Scholars and practitioners are interested in building e... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.688 | 0.826 | ["management", "education"] | 440 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.660972 | [
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tional effectiveness ( Bakker and Leiter, 2010 ). Physical employee engagement refers to employees’ communication behavior in which employees raise their voices for their betterment ( Dai and Chen, 2015 ). The perceived insider status is the employee’s position or rank in their organization. Employees’ perceived inside... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.687 | 0.838 | ["communication"] | 435 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661015 | [
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part of the organization ( Horng et al., 2015 ). Research suggests that insider status motivates employees to engage in productive and cooperative activities ( Blader and Tyler, 2009 ; Xu et al., 2021 ). Insider status perceptions increase employees’ likelihood of adopting and respecting organizational values such that... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.926 | 0.83 | ["motivation", "ethics"] | 410 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661052 | [
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be different are different ( Hair et al., 2017 ). In other words, the constructs that are conceptually different should empirically be proven as different ( Henseler et al., 2009 ). The reliability of outer loading must be greater than 0.50 ( Hair et al., 2017 ) and, the composite reliability should be greater than 0.7... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.684 | 0.704 | ["ethics"] | 421 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661088 | [
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etween the confidence interval CI (0.564; 0.741). It reveals that MTB has a significant and positive impact on PIS, so the second hypothesis is also accepted. The third hypothesis was related to the positive and significant impact of PIS on EE. The results also indicate the beta coefficients β = 0.417, t = 6.390 (>1.96... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.685 | 0.698 | [] | 425 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661118 | [
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etween the confidence interval CI (0.284; 0.537). The results reveal that PIS significantly and positively impacts EE, so the third hypothesis is accepted. A fourth hypothesis related to mediation of perceived insider status (PIS) between MTB and EE. Results show that the beta coefficients of the indirect path are β = ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.686 | 0.694 | [] | 431 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661148 | [
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etween the confidence interval CI (0.215; 0.475). It shows that PIS mediates the positive effect of MTB on EE, So the fourth hypothesis is also accepted. After the analysis of beta coefficients, t -values, and confidence interval, R square is checked to see variance accounted for by predictors of the model in exogenous... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.908 | 0.85 | ["ethics"] | 465 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661181 | [
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and employee engagement is a dependent variable. Perceived insider mediating between the independent and dependent variables of the study, where managerial trustworthy behavior is connected with employee engagement and perceived insider status links managerial trustworthy behavior and employee engagement. We have teste... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.844 | ["management", "education"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661215 | [
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relates to managerial trustworthy behavior and employee engagement. There are positive and significant relationships among them. The previous study shows a positive and significant relationship between feeling trusted and employees ( Rouzi and Wang, 2021 ). Our second hypothesis relates to managerial trustworthy behavi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.915 | 0.822 | ["networking", "management", "education"] | 442 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661249 | [
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engagement, and vigor ( Fernando et al., 2021 ). Modern world managers wish to increase employee, behavioral, and psychological engagement ( Xu et al., 2021 ). Managers of Pakistani organizations will benefit from this study and should adopt behaviors that enhance their trustworthiness. Conclusion The study has examine... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.688 | 0.828 | ["management", "education"] | 438 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661284 | [
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Scholar ] Diamantopoulos A., Siguaw J. A. (2006). Formative versus reflective indicators in organizational measure development: A comparison and empirical illustration. Br. J. Manag. 17, 263–282. doi: 10.1111/j.1467-8551.2006.00500.x [ DOI ] [ Google Scholar ] Dirks K. T., Ferrin D. L. (2002). Trust in leadership: meta... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.983 | 0.666 | ["leadership", "philosophy"] | 413 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661317 | [
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Front Psychol . 2022 Jul 11;13:942697. doi: 10.3389/fpsyg.2022.942697 Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status Defeng Liu Defeng Liu 1 School of Economics and Finance, Xi’an Jiaotong University, Xi’an, China Find articles by Defeng Liu 1 , Haroon Bakar... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.85 | ["education", "management"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661353 | [
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h Niaz Maharukh Niaz 2 Department of Business Administration, University of Sindh, Jamshoro, Pakistan Find articles by Maharukh Niaz 2 , Qianxiao Zhang Qianxiao Zhang 1 School of Economics and Finance, Xi’an Jiaotong University, Xi’an, China Find articles by Qianxiao Zhang 1 , Imran Ahmed Shah Imran Ahmed Shah 3 Depart... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.704 | ["education", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661389 | [
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ight and License information 1 School of Economics and Finance, Xi’an Jiaotong University, Xi’an, China 2 Department of Business Administration, University of Sindh, Jamshoro, Pakistan 3 Department of Business Administration, ILMA University, Karachi, Pakistan Edited by: Kittisak Jermsittiparsert, University of City Is... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.828 | ["education", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661423 | [
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a ✉ *Correspondence: Haroon Bakari, haroon.bakari@usindh.edu.pk This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2022 May 12; Accepted 2022 Jun 20; Collection date 2022. Copyright © 2022 Liu, Bakari, Niaz, Zhang and Shah. This is an open-access article d... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.85 | ["innovation"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661455 | [
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tted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC9311256 PMID: ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.696 | 0.838 | ["management", "education"] | 480 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661490 | [
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d the mediating role of perceived insider status. This study has adopted an exploratory research design and positivist philosophy. The data are collected from 205 healthcare staff working in public sector hospitals in Pakistan through survey questionnaires, using a convenience sampling technique. Partial Least Square S... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.901 | 0.836 | ["management", "education", "philosophy"] | 493 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661525 | [
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havior relates positively to employee engagement. Perceived insider status mediates the relationship between managerial trustworthy behavior and employee engagement. The major limitation of this study is its cross-sectional design which limits the casualty. However, this study offers important insights regarding trust-... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.692 | 0.818 | ["education", "management", "networking"] | 462 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661558 | [
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e of trust-building among managers and employees. Managers who instill more trust in employees will garner more positive behavior. This study offers fresh insights into managers’ trustworthy behavior toward employees’ engagement and the employees’ perceived insider status within their organizations. Keywords: manageria... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.826 | ["management", "leadership", "war_conflict", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661592 | [
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trust in healthcare systems and healthcare staff is key to the success of health sector organizations. Scholars have always emphasized developing interpersonal trust between managers and employees to foster positive behaviors ( Yuan and Lee, 2022 ). Employee trust in leaders and managers is important for developing pos... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.85 | ["leadership", "management", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661625 | [
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trust in leadership, such as transformational leadership, justice perceptions, perceived organizational support, and participative leadership, to name a few ( Dirks and Ferrin, 2002 ). However, some important factors, such as the trustworthiness of leaders and managers themselves, have also been identified as an import... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.848 | ["leadership", "management", "philosophy", "social_justice"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661658 | [
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confidence in employees ( Korsgaard et al., 2002 ). For building a fruitful and agreeable relationship, the researchers found trust as the foundation of an effective relationship. Interpersonal trust is important for employee performance and organizational effectiveness ( Tschannen-Moran and Hoy, 1998 ). Social Exchang... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.917 | 0.822 | ["networking", "management", "philosophy"] | 434 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661693 | [
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mployees and managers ( Gerstner and Day, 1997 ). Social exchange theory states a reciprocal relationship between managers and employees. If managerial behavior is perceived as trustworthy by employees, they will feel included in a core group of the leader and feel respected ( Blau, 1964 ). Individuals engaged in the t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.696 | 0.854 | ["management", "leadership", "networking"] | 479 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661726 | [
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will show a greater level of employee engagement. Employee engagement involves employees’ physical, emotional, and cognitive energies ( Kahn, 1990 ; Rich et al., 2010 ). Employment relationships require trust between employees and managers and a sense of loyalty from both sides. Managers give the task to employees. The... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.866 | ["management", "networking", "career", "war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661760 | [
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s the trust that a manager has toward that employee. Such managerial acts ignite positive feelings among employees. Today’s job is so challenging for employees; they have much pressure. Trust is important to building a strong relationship with managers; it is a central attribute of managers’ and employees’ relationship... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.896 | 0.858 | ["management", "networking", "career", "war_conflict"] | 509 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661793 | [
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ors of healthcare workers ( Yuan and Lee, 2022 ). However, research on how managerial trustworthiness and employee feeling of inclusion are important for employee engagement is less known. Therefore, based on the social exchange theory, this study aims to understand how managerial trustworthy behavior will be related t... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.848 | ["management", "social_justice", "education", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661826 | [
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y condition between employee justice perceptions and employee expressions ( Kim et al., 2019 ). This study extends previous understandings and constructs a model suggesting the mediating relation of insider status between managerial trustworthy behaviors and engagement of employees. This study will contribute to trust ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.846 | ["management", "education", "social_justice", "philosophy"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661859 | [
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anagerial trustworthy behavior develops insider status and employee engagement. More specifically, this study aims to check the impact of managerial trustworthy behavior on employee engagement and use insider status as a mediator. Hypotheses Development Managerial Trustworthy Behavior Managerial trustworthy behavior is... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.901 | 0.834 | ["management", "education", "philosophy"] | 494 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661892 | [
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loyees’ trust in them” ( Whitener et al., 1998 ). Such managerial behavior is part of a greater economic and social exchange context. Managers build and maintain relationships with their employees by acknowledging their contributions by providing social and economic rewards. Employees then reciprocate these behaviors a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.686 | 0.826 | ["management", "networking", "war_conflict"] | 432 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661926 | [
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y other exchanges ( Maxwell and Lévesque, 2014 ). Employee Engagement Kahn (1990) presented the concept of personal engagement to indicate individuals’ psychological state where they utilize their personal resources and invest their positive energies, such as cognitive, physical, and emotional energies, to bring a diff... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.848 | [] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661956 | [
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, and dedication to work ( Mackay et al., 2017 ). Managerial Trustworthy Behavior and Employee Engagement Trust is important for a cordial relationship between leaders and followers ( Griffith and Johnson, 2019 ). Recent studies suggested that trustworthy managers positively influence employee attitudes, behavior, work... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.848 | ["management", "career", "leadership", "innovation", "networking"] | 507 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.661991 | [
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tener et al., 1998 ; Colquitt and Rodell, 2011 ). Employee engagement involves a particular person’s satisfaction with the eagerness for work ( Harter et al., 2002 ). Managers who work with integrity and benevolence may give rise to the perception of justice and help employees cope with difficult and challenging times ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.699 | 0.862 | ["management", "ethics", "crisis", "social_justice", "philosophy"] | 493 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662026 | [
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return, will show a greater level of engagement. Being an effective leader is winning an employee’s trust. Recent research found that employees’ trust in leaders positively relates to employee engagement ( Håvold et al., 2020 ). They also suggested that leaders’ trustworthiness is an important resource that is the outc... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.906 | 0.848 | ["leadership", "education"] | 473 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662059 | [
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s study hypothesizes that ( Figure 1 ): Figure 1. Open in a new tab Theoretical framework. H1 : Managerial trustworthy behavior is positively related to employee engagement. Perceived Insider Status Perceived insider status (PIS) can be defined as how the individuals working in any organization perceive themselves as a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.895 | 0.858 | ["management", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662092 | [
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about meeting the personal space, their perception of association toward the organization, and their belongingness is admitted in the organization ( Masterson and Stamper, 2003 ). PIS also represents employees feeling of being part of an inner group. This membership is similar to having citizenship of an organization o... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.693 | 0.842 | ["war_conflict"] | 463 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662125 | [
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th greater dedication and vigor ( Graham, 1991 ). Managerial Trustworthy Behavior and Perceived Insider Status Perceived insider status is the status of an employee within the organization where they perceive themselves as a part of an organization. If a manager trusts his employee and shows a good attitude toward them... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.86 | ["management", "decision_making", "resume", "war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662159 | [
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esumes that people reciprocate behaviors, experiences, and values ( Blau, 1964 ). Suppose managers interact with their employees with greater integrity, benevolence, and extra care. In that case, employees are likely to feel allied with leaders and the organization, thus developing a sense of insider status. Research s... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.908 | 0.834 | ["ethics", "leadership", "management"] | 466 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662192 | [
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ved insider status ( Colquitt and Rodell, 2011 ). Although some recent studies have found that perceived insider status as belongingness will increase employees’ trust in the organization, they also did not clarify the reciprocal relationship between trust and perceived insider status ( Knapp et al., 2019 ). research a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.913 | 0.838 | ["management", "networking"] | 448 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662226 | [
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effort into work ( Stamper and Masterson, 2002 ). Employees high on perceived insider status have a greater sense of achievement and feel that their contributions are and will be valued. They also feel that their contributions impact social and organizational wellbeing. Such self-concept also derives greater dedication... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.854 | ["war_conflict"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662260 | [
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mployee willingness to invest more effort and being deeply absorbed in work ( Schaufeli et al., 2002 ). Based on the above synthesis, the present study hypothesizes that: H3 : Perceived insider status is positively and significantly related to employee engagement. Mediating Role of Perceived Insider Status Employee eng... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.688 | 0.826 | ["management", "education"] | 439 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662293 | [
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ome of organizational and managerial antecedents. Research suggests that public sector employees show greater engagement when supported by organizations and immediate supervisors ( Jin and McDonald, 2016 ). Perceived support of the organization shows employees that organizations value their contribution to their work. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.906 | 0.836 | ["management", "faith_spirituality"] | 474 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662327 | [
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of putting into teams ( Jin and McDonald, 2016 ). Research suggests that leaders’ roles and interpersonal communication are key to employee engagement ( Bedarkar and Pandita, 2014 ). The group engagement model ( Tyler and Blader, 2003 ) also suggests that when individuals experience managerial behaviors characterized b... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.918 | 0.83 | ["management", "leadership", "communication", "ethics", "social_justice"] | 433 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662361 | [
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y to identify with the managers based on respect. These feelings then facilitate employee psychological as well as behavioral engagement. This study thus hypothesizes that managerial trustworthy behavior will increase the insider status of employees. Additionally, perceived insider status will mediate the link between ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.838 | ["management", "leadership", "education"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662396 | [
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oyee resilience, whereas perceived insider status mediated the link ( Zhu et al., 2019 ). Another study found a negative association between leader narcissism and OCB. The link was mediated by perceived insider status ( Wang et al., 2021 ). These studies confirm the nomological net of perceived insider status in manage... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.85 | ["leadership", "management", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662430 | [
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managerial conduct negatively impact employee perceptions. In a longitudinal study, Xu et al. (2021) found perceived insider status as a mediator between justice perceptions and employee engagement. Based on the above synthesis, this study hypothesizes that: H4 : Perceived insider status mediates a positive relationshi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.84 | ["management", "education", "networking", "social_justice", "philosophy"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662464 | [
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healthcare staff of public hospitals in Sindh, Pakistan. The Convenience sampling technique was used to approach doctors, nurses, and paramedical staff of major public hospitals in Pakistan. After seeking proper permission, an online link to the survey was shared with the intended respondents. A total of 205 responses ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.996 | 0.844 | ["management"] | 478 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662498 | [
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-item scale developed by Whitener et al. (1998) . Responses were recorded with the help of a 7-point Likert scale of 1 (strongly disagree) to 7 (strongly agree). Cronbach Alpha of the scale is 0.876. Perceived insider status was measured using a scale developed by Stamper and Masterson (2002) . Responses were recorded ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.872 | [] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662527 | [
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reliability by computing Cronbach Alpha of 0.842. Data Analysis Demographic Profile of Respondents Table 1 indicates the sample distribution regarding age, gender, marital status, education level, and job position. Table 1 indicates that our sample consisted of 143 male respondents (70%), and the majority were young, h... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.897 | 0.844 | ["management", "career", "education"] | 507 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662561 | [
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ilities (130; 63.4%) and having graduate degrees. Table 1. Demographic profile. Gender Number Percent Male 122 59.5 Female 83 39.5 Total 205 100 Age Number Percent (%) Below 18 7 3.4 18–24 years 85 41.5 25–34 years 61 29.8 35–44 years 31 15.1 45–54 years 19 9.3 55 above 2 1.0 Total 205 100 Marital status Number Percent... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.734 | ["career", "education"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662595 | [
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205 100 Education Number Percent (%) 14 years education 36 17.5 16 years education 109 53.2 18 years education 57 27.8 PHD 3 1.5 Total 205 100 Open in a new tab Model Estimation Partial least square structural equation modeling tests the hypotheses ( Hair et al., 2017 ). The major reason for selecting the PLS-SEM techn... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.691 | 0.708 | ["education", "philosophy"] | 457 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662631 | [
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nd predicting the model ( Shmueli et al., 2019 ). This study has analyzed and interpreted the data following the recommendations of Anderson and Gerbing (1988) and Hair et al. (2017) . PLS-SEM is applied in a two-stage approach, i.e., estimating the measurement model and testing the structural model. In the analysis of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 1 | 0.716 | ["ethics", "education"] | 511 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662665 | [
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the confidence interval will recommend indicator reliability at its sufficient level ( Hair et al., 2014 , 2020 ; Sarstedt et al., 2022 ). However, in some cases, if the outer loading value is 0.50, it is also acceptable ( Hair et al., 2017 ). Measurement Model The measurement model analyses construct reliability and c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.693 | 0.694 | [] | 464 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662694 | [
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., outer loadings and construct reliability (CR). Outer loading is estimated to know the relative contribution of each item to the construct ( Harmann, 1976 ; Hair et al., 2017 ), and construct reliability (CR) reflects the ability of the construct to yield consistent results. It also reflects how indicators (items) of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.694 | 0.848 | [] | 468 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662724 | [
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is measured using the average variance extracted. It reflects that all indicators of the focal construct are attributed to the same construct ( Henseler et al., 2009 ). The last estimation in the measurement model is the analysis of the discriminant validity of the model. Discriminant validity refers to the condition w... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.321 | 0.842 | [] | 422 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662754 | [
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eater than 0.50 suggested by Hair et al. (2017) . Table 2 shows the data results that the value of CR is greater than its cutoff value of 0.70 and the values of Average variance extracted are greater than its cutoff value of 0.50 ( Figure 2 ). Table 2. Results of reliability and validity. Latent variables Items retaine... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.7 | 0.738 | ["ethics"] | 512 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662787 | [
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10 0.739 MTB11 0.804 PIS PIS1 0.842 0.933 0.560 PIS2 0.892 PIS3 0.713 PIS4 0.576 PIS5 0.787 PIS6 0.556 EE EE1 0.534 0.875 0.546 EE2 0.742 EE3 0.709 EE4 0.749 EE5 0.741 EE6 0.760 EE7 0.736 EE8 0.727 EE9 0.670 Open in a new tab MTB, managerial trustworthy behavior; PIS, perceived insider status; EE, employee engagement. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.69 | 0.708 | ["management"] | 452 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662818 | [
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nant validity as per Fornell and Lacker criteria. Results indicate that squared root of AVE (values in bold) is greater than inter-construct correlations. Table 4 describes discriminant validity in terms of HTMT values. All the values are less than 0.85, HTMT scores that are <0.85 show that the discriminant validity is... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.694 | 0.714 | ["ethics"] | 471 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662851 | [
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., 2014 ; Hair et al., 2017 ; Table 4 ). Table 3. Discriminant validity: Fornell–Larcker criterion. Constructs MTB PIS EE MTB 0.711 PIS 0.607 0.748 EE 0.634 0.654 0.739 Open in a new tab MTB, managerial trustworthy behavior; PIS, perceived insider status; EE, employee engagement. Table 4. Discriminant validity. EE MTB ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9311256/ | Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status - PMC | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.693 | 0.7 | ["management"] | 464 | Building and Maintaing Trust | topic | 2026-03-21T02:35:58.662883 | [
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