In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation. [ABSTRACT FROM AUTHOR]
trust, leadership, direct leaders vs organizational leadership
Business | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Journal of Applied Psychology
American Psychological Association
FERRIN, Donald L. and DIRKS, Kurt T..
Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. (2002). Journal of Applied Psychology. 87, (4), 611-628. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/675