Trust in leadership and team performance: evidence from NCAA basketball.

By Kurt T. Dirks. Journal of Applied Psychology, 2000

683 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Gender Studies, Social Psychology

View Paper: https://www.semanticscholar.org/paper/937274c5be2c340715ff89f6b9c7ebc37f12c1af

How researchers see this paper

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

In Developmental and Educational Psychology

In Gender Studies

In Social Psychology

Citations in the corpus

At What Level (and in Whom) We Trust (2012, background): “For example, researchers have begun to compare and contrast the effects of different referents (Dirks, 2000), and studies also have successfully linked trust at the team level to objective outcomes (Davis et al.”
Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, methodology): “…work behaviour: (1) gender: Ang et al. (2003); (2) age: Ng and Feldman (2008); (3) education level: Amabile and Conti (1999); (4) dyad tenure: Wang and Cheng (2010); (5) number of years in the current position: Nederveen Pieterse et al. (2010); and (6) trust: Dirks (2000); Scott and Bruce (1994).”
Do I Contribute More When I Trust More? Differential Effects of Cognition- and Affect-Based Trust (2006, neutral): “…1996; Messick, Wilke, Brewer, Kramer, Zemke, and Lui, 1983), extra-role contributions (e.g., McAllister, 1995; Podsakoff, MacKenzie, Moorman, and Fetter, 1990), enhanced teamwork (e.g., Dirks, 1999, 2000; Williams and Karau, 1991), and more effective leadership (e.g., Dirks and Ferrin, 2002).”
Intangible asset disclosure in the telecommunications industry (2008, background): “70 suggested in the literature (e.g. George, 1990; Dirks, 2000), which indicates that the study is based on a relatively objective IDQ measurement approach.”
Transformational leadership and shared values: the building blocks of trust (2004, background): “Trust towards leaders has also been directly related to team performance ( Dirks, 1999, 2000”
Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, methodology): “Predictability was measured using three corresponding items (e.g., ‘‘If I shared my problems with this leader, I know he/she would respond constructively and caringly.’’) from Dirks’ (2000) trust scale.”
The effect of workplace spirituality on team effectiveness (2010, background): “Egan (2007) conducted exploratory research in order to have a clearer idea about the role of team member diversity in the creative team process.”
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).”
Positive psychology in practice (2004, result): “Empirical findings support this notion: Trust in leadership is associated, for example, with higher work satisfaction (Butler, Cantrell, & Flick, 1999), citizenship behaviors (Pillai, Schriesheim, & Williams, 1999), and performance (Dirks, 2000).”
Understanding Interpersonal Trust in a Confucian-influenced Society (2005, background): “Trust directed towards horizontal relationships involving peers and co-workers has largely been geared towards studying of teams comprising between three and six members (e.g. Dirks, 2000; Langfred, 2004).”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, background): “In addition, trust has also been linked to better team processes (Jones & George, 1998) and superior levels of performance (Dirks, 2000).”
Trust and relational embeddedness: Exploring a paradox of trust pattern development in key supplier relationships (2013, background): “These processes also rely heavily on estimation and past experience (Dirks, 2000; McAllister, 1995).”
Trust and improvement in schools (2007, background): “Some preliminary investigations suggest that trust in leaders both determines organizational performance and is a product of organizational performance—findings that appear in settings as ranging from basketball teams to schools (Bryk & Schneider, 2002; Dirks, 2000 ).”
Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study (2006, methodology): “Etasquared values (.25, .24, .20, .26)were at or above the .20 cutoff used in previous research (e.g., Dirks, 2000), suggesting the presence of meaningful group-level effects.”
The role of competence‐based trust and organizational identification in continuous improvement (2004, background): “, 2000) and in leaders (Dirks, 2000) has been found to be positively related to group performance.”