Trust in leadership: A multi-level review and integration
Abbreviated Journal Title
trust; leadership; multi-level; trust in leadership; model; INTERPERSONAL-TRUST; TRANSACTIONAL LEADERSHIP; PROCEDURAL JUSTICE; MEMBER EXCHANGE; CHARISMATIC LEADERSHIP; CITIZENSHIP BEHAVIOR; ORGANIZATIONAL TRUST; MOTIVATIONAL BASIS; UNIT PERFORMANCE; TEAM; LEADERSHIP; Psychology, Applied; Management
Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588-607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205-215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389-404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership. (C) 2007 Elsevier Inc. All rights reserved.
"Trust in leadership: A multi-level review and integration" (2007). Faculty Bibliography 2000s. 6899.