Trust in leadership: Meta-analytic findings and implications for research and practice

Journal of Applied Psychology

Volumn 87, Issue 4, 2002, Pages 611-628

  Dirks, Kurt T ^a   Ferrin, Donald L ^b  

^a WASHINGTON UNIVERSITY IN ST LOUIS   (United States)

^b UNIVERSITY AT BUFFALO   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

ARTICLE; CLINICAL TRIAL; HUMAN; HUMAN RELATION; LEADERSHIP; META ANALYSIS; PROFESSIONAL COMPETENCE; PSYCHOLOGICAL MODEL;

HUMANS; INTERPERSONAL RELATIONS; LEADERSHIP; MODELS, PSYCHOLOGICAL; PROFESSIONAL COMPETENCE;

EID: 85047683078     PISSN: 00219010     EISSN: None     Source Type: Journal    
DOI: 10.1037/0021-9010.87.4.611     Document Type: Article

References (144)

1. Production workers' reactions to a plant closing: The role of transfer, stress, and support
2. Justice and organizational punishment: Attitudinal outcomes of disciplinary events
3. Which dominates? The relative importance of work-family organizational support and general organizational context on employee outcomes
4. Are interactional justice and procedural justice different? Framing the debate
5. Understanding the interaction between procedural and distributive justice: The role of trust
6. When trust matters: The moderating effects of outcome favorability
7. Decision frame, procedural justice and survivors' reactions to job layoffs
8. A model of leadership: The integration of trust and leader-member exchange
9. A meta-analysis and review of organizational research on job involvement
10. Transformational leadership behaviors, upward trust, and satisfaction in self-managed work teams
11. Top management and immediate supervisors as distinct targets of trust
12. The nature and structure of workers' trust in management
13. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research
14. Charismatic leadership and follower effects
15. New work attitude measures of trust, organizational commitment and personal need non-fulfillment
16. Attitudinal and behavioral effects of autonomous group working: A longitudinal field study
17. A multi-dimensional study of trust in organizations
18. Using social exchange theory to distinguish procedural from interactional justice
19. Trust and the design of work: Complementary constructs in satisfaction and performance
20. The relation between trust in the supervisor and subordinate organizational citizenship behavior
21. Trust in leadership and team performance: Evidence from NCAA basketball
22. The role of trust in organizational settings
23. Trust and participation in organizational decision making as predictors of satisfaction
24. Trust, perceived importance of praise and criticism, and work performance: An examination of feedback in the United States and England
25. Perceptions of organizational readiness for change: Factors related to employees' reactions to the implementation of team-based selling
26. Reactions to supervisor monitoring behavior
27. The influence of relational demography and guanxi: The Chinese case
28. The role of trust in salesperson-sales manager relationships
29. Patterns of leadership behavior related to employee grievances and turnover
30. Effects of procedural and distributive justice on reactions to pay raise decisions
31. Personal and interpersonal predictors of supervisors' avoidance of evaluating subordinates
32. Trust-in-supervisor and perceived fairness and accuracy of performance evaluations
33. A meta-analytic review of leader-member exchange theory: Correlates and construct issues
34. The building blocks of trust: The role of transformational leadership and shared values in predicting team members' trust in their leaders
35. The centrality of interpersonal trust in group process
36. Communication, procedural justice, and employee attitudes: Relationships under conditions of divestiture
37. Perceiving persons and groups
38. How hard is hard science, how soft is soft science? The empirical cumulativeness of research
39. What we know about leadership: Effectiveness and personality
40. Job satisfaction and job performance: A meta-analysis
41. Perceived leadership behavior and employee confidence in the leader as moderated by job involvement
42. Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership
43. Autonomous work groups in a greenfield site: A comparative study
44. Procedural justice, attitudes and subsidiary top management compliance with multinationals' corporate strategies
45. Direct and indirect effects of three core charismatic leadership components on performance and attitudes
46. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance
47. Citizenship behavior and social exchange
48. Trust in the face of conflict: The role of managerial trustworthy behavior and organizational context
49. What motivates fairness? The role of subordinate assertive behavior on managers' interactional fairness
50. Building commitment, attachment, and trust in strategic decision-making teams: The role of procedural justice
51. Procedural justice in performance evaluation: The role of instrumental and non-instrumental voice in performance appraisal discussions
52. Trust and distrust in organizations: Emerging perspectives, enduring questions
53. Trust and distrust: Its psychological and social dimensions
54. The effects of gender in organization justice perception
55. Power-distance, gender, and organizational justice
56. A meta-analytic review of occupational commitment relations with person- and work-related variables
57. Developing and maintaining trust in work relationships
58. Understanding employee commitment in the public organization: A study of the juvenile detention center
59. Transformational and transactional leadership and salesperson performance
60. The interactive effects of participation and outcome favourability on turnover intentions and evaluations of supervisors
61. The broadening of procedural justice: Should interactional and procedural components be separate theories?
62. A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment
63. The effect of the performance appraisal system on trust for management: A field quasi-experiment
64. An integrative model of organizational trust
65. Trust for management and performance: Who minds the shop while the employees watch the boss?
66. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations
67. A theoretical review and empirical investigation of employee trust in management
68. Initial trust formation in new organizational relationships
69. Interpersonal trust and communication
70. Organizational communication: Relationships to organizational climate and job satisfaction
71. Increasing affective organizational commitment in public organizations: The key role of interpersonal trust
72. Changing the paradigm: Trust and its role in public sector organizations
73. The impact of supervisory characteristics on goal acceptance
74. Trust and the communication of performance appraisal information: The effect of feedback on performance and job satisfaction
75. A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior
76. On the robustness, bias, and stability of statistics from meta-analysis of correlation coefficients: Some initial Monte Carlo findings
77. Toward an organizational behavior of contract laborers: Their psychological involvement and effects on employee co-workers
78. Relational demography and relationship quality in two cultures
79. An examination of organizational communication as a moderator of the relationship between job performance and job satisfaction
80. Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study
81. Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust and organizational citizenship behaviors
82. Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors
83. Upward communication in industrial hierarchies
84. The sales manager as a role model: Effects of trust, job satisfaction and performance of salespeople
85. Failures in upward communication in organizations: Three possible culprits
86. Trust and breach of the psychological contract
87. Violating the psychological contract: Not the exception but the norm
88. The file drawer problem and tolerance for null results
89. A new scale for the measurement of interpersonal trust
90. Not so different after all: A cross-discipline view of trust
91. Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic procedures
92. Communication with employees following a merger: A longitudinal field experiment
93. Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity
94. Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance
95. Analysis of employee and physician attitudes toward hospital merger
96. Toward the differentiation of trust in supervisor and trust in organization
97. Altruistic organizational citizenship behavior: Context, disposition, and age
98. Patterns of social exchange: The relationship between perceptions of human resource practices and employee attitudes
99. The effects of cynicism on the development of interpersonal trust
100. Managers as initiators of trust: An exchange relationship for understanding managerial trustworthy behavior
101. Testing the cultural boundaries of a model of trust: Subordinate-manager relationships in Norway and the United States
102. Calculativeness, trust and economic organization
103. An evaluation of conceptual weakness in transformational and charismatic leadership theories
104. Theory and research on leadership in organizations
105. Determinants of employee work perceptions and attitudes: Perceived work environment and organizational level