Trust in leadership: A multi-level review and integration

By C. Shawn Burke, Dana E. Sims, Elizabeth H. Lazzara, Eduardo Salas. 2007

880 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5810c556791666c5aca28ef48dd7b9eacb19784c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, background): “(Burke et al. 2007), interpersonal trust usually refers to the willingness of one party to rely on another in an interpersonal relationship (e.”
At What Level (and in Whom) We Trust (2012, background): “The significance of trust in organizations is expected to continue to increase as knowledge-based assets become more prominent in our economy (Adler, 2001), teamwork becomes the norm in the workplace (Burke et al., 2007), and the environment becomes more dynamic (Painter-Morland, 2008).”
What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, neutral): “While the importance of trust in leaders has been established at the individual level (Burke et al., 2007), we argue further that it should also be considered at the group level in the form of trust climate.”
Public Participation and Institutional Fit: A Social–Psychological Perspective (2013, background): “In this case, pre-existing trust in the mayor’s judgment and technical ability evidently influenced the type of public participation citizens deemed fair (Tyler and Degoey 1995, Burke et al. 2007).”
Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity (2015, background): “This study answers a call by Burke et al. (2007) to place more focus on trust from the perspective of the team.”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, result): “The findings of this research provide empirical support for the significant role of transformational leadership in building employees’ trust in a leaders, which is consistent with the findings of previous studies [32,40,137].”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Congruence, the active support of subordinates through encouragement, intellectual stimulation and coaching is significant in establishing a trusting relationship (Burke et al., 2007).”
Principal leadership and teacher professional learning in Turkish schools: examining the mediating effects of collective teacher efficacy and teacher trust (2020, background): “Scholars studying leadership have an interest in teacher trust for more than 40 years now (Burke et al. 2007).”
Principal–Teacher Interactions (2012, background): “Satisfaction, cohesion, and commitment levels are distal individual outcomes resulting from the level of trust in the interpersonal exchange working through the proximal relationship outcomes (Burke et al., 2007).”
Servant leadership as antecedent of trust in organizations (2010, background): “The subject of trust has been growing in stature and of increasing interest for contemporary organizations as evident in its burgeoning literature (Burke et al., 2007; Dirks and Ferrin, 2002; McEvily et al., 2003a; Sheppard and Tuchinsky, 1996).”