Transformational leadership and shared values: the building blocks of trust

By Nicole M. Gillespie, Leon Mann. 2004

555 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/739c31dac474faefabd94ebfb8ec0e78febcae16

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Can I Trust You to Trust Me? (2007, background): “To provide one specific example, Gillespie and Mann (2004) argued that leaders-monitoring behaviors would predict subordinate trust in industries where close attention and adherence to procedures, rules, and regulations is necessary, but that in other industries the same leader-monitoring behaviors ”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, unknown): “The BTI has good psychometric properties and a stable factor structure (Gillespie and Mann, 2004) and in our study this measure had an alpha reliability of .81.”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Likewise, trust elevates perceptions of supervisors’ effectiveness (Gillespie and Mann, 2004).”
Transformational leadership and innovation in an R&D organization experiencing major change (2013, background): “…that team leaders play a vital role in maximizing the benefits to R&D projects through exploiting the interdependence between team members, as well as accessing and sharing the diverse and highly specialised sets of knowledge and skills of those in their R&D teams (e.g. Gillespie and Mann, 2004).”
Servant leadership as antecedent of trust in organizations (2010, background): “…behavior and trust within organizations (Arnold et al., 2001; Brower et al., 2000; Butler, 1991; Butler et al., 1999; Dirks and Ferrin, 2002; Gillespie and Mann, 2004; Gomez and Rosen, 2001; Jones and George, 1998; Joseph and Winston, 2005; Jung and Avolio, 2000; Mayer and Davis, 1999;…”
Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity (2016, background): “Our findings are similar to the previous literature which identifies the positive relationship between transformational leadership and employees’ trust in leaders (Conger et al., 2000; Gillespie & Mann, 2004; Holtz & Harold, 2008; Jung & Avolio, 2000; Kotter, 1995; Pawar & Eastman, 1997).”
Trust in leadership: A multi-level review and integration (2007, background): “Leaders that show respect and concern for their followers, by understanding individual strengths and weaknesses, are viewed as trustworthy (Conger, Kanungo, & Menon, 2000; Gillespie & Mann, 2004).”
Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, background): “1997), and trust in the leader (Podsakoff et al. 1996; Arnold et al. 2001; Gillespie and Mann 2004).”
At What Level (and in Whom) We Trust (2012, methodology): “…particularly influential in research on antecedents of trust such as generalized propensity to trust (Colquitt et al., 2007), leadership behavior (Gillespie & Mann, 2004; Korsgaard, Brodt, & Whitener, 2002), and monitoring and contracts (Ferrin, Bligh, & Kohles, 2007; Malhotra & Murnighan, 2002).”