Trust in Organizational Superiors: Systemic and Collective Considerations

By Boas Shamir, Yael Lapidot. 2003

182 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/36d620abf0ea8c3883f6be8646e0f56dccfaa10e

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Citations in the corpus

Models of Interpersonal Trust Development: Theoretical Approaches, Empirical Evidence, and Future Directions (2006, background): “…quantitative and qualitative work in complex field settings that assesses the nature and level of trust at several time periods, sufficiently spread out to enable meaningful changes in trust relations to be captured (good examples include Dirks, 2000; Robinson, 1996; Shamir & Lapidot, 2003).”
Distributed leadership in teams: The network of leadership perceptions and team performance. (2006, background): “…distributed leadership have suggested that distributed leadership will be associated with superior team outcomes irrespective of whether the team outcomes are objective or attitudinal (e.g., Aviolo et al., 1996; Shamir & Lapidot, 2003; see the discussion in Pearce & Conger, 2003: 296).”
"What's your story?" A life-stories approach to authentic leadership development. (2005, background): “as Sparrowe (2005) has argued, people may need a variety of alternative plots and characterizations as templates against which they can construct their own past, imaginatively represent their own future, and narrate their own development as leaders.”
Getting to Know You (2017, unknown): “Previous research in an Israeli military setting has provided support for the relationship between role-based trust and initial trust in leaders (Shamir & Lapidot, 2003).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…is based on the emergent state theory (Marks et al., 2001) and stipulates that individual level factors influence interpersonal trust between team members, which then through interaction, will lead to the emergence of shared trust at the team level (Shamir & Lapidot, 2003; McKnight et al., 1998).”
Qualitative research on leadership: A critical but appreciative review (2004, methodology): “This use of quantitative and qualitative research in tandem can be found in: Coleman (2000), Mizrahi and Rosenthal (2001), Shamir, Goldberg-Weill, Breinin, Zakay, and Popper (2000), Shamir and Lapidot (2003), Voelck (2003).”
At What Level (and in Whom) We Trust (2012, background): “Shamir and Lapidot (2003) found that individual trust in leaders reflected trust in organizations, as leaders were perceived to represent the organization.”
How Ethical Leadership Shapes Employees’ Job Performance: The Mediating Roles of Goal Congruence and Psychological Capital (2014, background): “Thus, prior research suggests that ethical leaders influence followers because they are attracted to the leader’s vision and values (Bono and Judge 2003; Howell 1988; Shamir and Lapidot 2003).”
Trust in School: A Pathway to Inhibit Teacher Burnout?. (2015, background): “…Bruegmann, 2009; Penuel et al., 2012), while social information processes similarly explain why groups are likely to become characterized by collective trust when their constitutive members individually trust one another (Forsyth et al., 2011; Salancik and Pfeffer, 1978; Shamir and Lapidot, 2003).”
Innovative Behaviour, Trust and Perceived Workplace Performance (2018, unknown): “reliability of the supervisor (as team leader) (Shamir and Lapidot, 2003).”