Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries

By Michele Williams. 2007

357 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b1be7d7d65f58ff6feaf641de95f92e004af2a76

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Citations in the corpus

It hurts both ways: How social comparisons harm affective and cognitive trust (2012, background): “This bond is based on beliefs about the trustee’s benevolence (Mayer et al., 1995) and an affective attachment between the truster and trustee (Williams, 2007).”
To Disclose or Not to Disclose? Status Distance and Self-Disclosure in Diverse Environments (2009, background): “Indeed, disclosure of personal information requires trust that others will use one’s information benevo- lently and with integrity (Mayer, Davis, & Schoorman, 1995; Schoorman, Mayer, & Davis, 2007; Sheppard & Sherman, 1998; Williams, 2001, 2007).”
Leading across language barriers: Managing language-induced emotions in multinational teams (2015, background): “A fourth and rather superficial strategy lies in suppressing subordinates’ emotional responses by interrupting current emotional outbreaks, for example by encouraging the affected person to calm down or breathe deeply (Little et al., 2012; Williams, 2007).”
The role of leader emotion management in leader–member exchange and follower outcomes (2016, methodology): “In this paper, we cast interpersonal emotion management (IEM) strategies (Williams, 2007) as observable leader behaviors targeted at managing followers’ negative emotions.”
Trust Development in Swift Starting Action Teams (2012, background): “Team members who have high levels of trust are better equipped to engage in proper affect management, since trust-related behaviors signal benevolence, cooperation, and trustworthiness; and these techniques require similar behaviors (Williams, 2007).”
Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008, background): “Participants low in Openness may also struggle to comprehend others’perspectives, thus suggesting the need for facilitators to remedy this problem by actively encouraging them to consider how others’ roles, goals and identities shape their beliefs regarding strategic issues (cf. Williams 2007).”
Caveat Venditor: Trust Asymmetries in Acquisitions of Entrepreneurial Firms (2009, background): “Even in less intensely competitive environments, firm leaders may be inclined to distrust most potential partners because of in-group/ out-group bias (Williams, 2007).”
Group Emotions: Cutting the Gordian Knots Concerning Terms, Levels of Analysis, and Processes (2015, background): “…and negative group emotions impair, group performance, but rather that the effects of group-shared emotions on performance are complex and contingent upon boundary conditions such as task type or trust within the group (for further theorizing on trust and emotions, see Williams, 2001, 2007).”
Transformational leadership climate: Performance linkages, mechanisms, and boundary conditions at the organizational level (2011, background): “This should apply in high-trust settings, because employees throughout the organization expect others to reciprocate beneficial, cooperative behaviors in kind rather than taking advantage of such actions (Colquitt, Scott, & LePine, 2007; Williams, 2007).”
Development and validation of the Interpersonal Emotion Management Scale (2012, methodology): “Trust has been positioned as a primary outcome of IEM strategies (Williams, 2007).”
The impact of language barriers on trust formation in multinational teams (2014, background): “In addition to rational-cognitive sources, the literature also increasingly recognizes emotions as important sources of trust (see e.g. Williams, 2007).”