A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes

By Holly Brower, Scott W. Lester, Audrey Korsgaard, Brian R. Dineen. 2009

325 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9168c88828eab10ca3c3c27a9fddae7c80019684

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

Trust and Leader—Member Exchange (2008, background): “According to Brower et al. (2000), the amount of risk taken is related to the level of trust the leader has in the employee.”
Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, background): “These findings further emphasize the importance of considering both parties’ perceptions in a trust relationship between supervisors and subordinates (Brower et al. 2009), suggesting that companies can maximize the potential benefits deriving from a supervisor–subordinate relationship when both of t”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “Trust is believed to play an important role in the relationship quality that leaders form with their followers (Brower et al., 2009; Gomez & Rosen, 2001).”
Perceived mastery climate, felt trust, and knowledge sharing (2018, background): “In contrast, although research into feeling trusted has received limited attention, such studies have shown it to have important beneficial consequences for employees’ work behaviors, including improved task performance, increased levels of sales and customer service, boosts to citizenship behaviors”
Uneasy Lies the Head that Bears the Trust: The Effects of Feeling Trusted on Emotional Exhaustion (2014, background): “For all these reasons, it is intuitive that feeling trusted has been portrayed as “a good thing” by both the nascent literature on feeling trusted (Brower et al., 2009; Deutsch Salamon & Robinson, 2008; Lau et al., a The low and high values of pride were21.”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, result): “While overall there is empirical support for this theory (e.g. Brower et al., 2009), our review reveals some interesting contingencies.”
Antecedents of trust in supervisors, subordinates, and peers (2011, background): “), and a small positive correlation between trust in supervisor and trust in subordinate ( Brower et al. , 2009”
Examining the effects of feeling trusted by supervisors in the workplace: A self-evaluative perspective (2014, background): “…& Robinson, 2008), and the consequences of supervisory trust such as subordinate work performance and organizational citizenship behavior (OCB; Brower et al., 2009; Lester & Brower, 2003), job satisfaction (Lester & Brower, 2003), intention to quit (Brower et al., 2009), and team citizenship…”
It Isn’t Always Mutual (2015, methodology): “For example, research suggests that the positive impact of follower trust may be neutralized when the leader does not trust the follower (Brower et al., 2009).”