Trust in Leadership: Meta-Analytic Findings and Implications for Organizational Research

By Kurt T. Dirks, Donald L. Ferrin. 2001

128 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f2bb7033aab59c7c2acbabea340f56c48a366296

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Citations in the corpus

Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, background): “…generally, the relationship between trust and behavioral outcomes such as performance and OCB has been well established (e.g., Burke, Sims, Lazzara, & Salas, 2007; Colquitt, LePine, Piccolo, Zapata, & Rich, 2012; Dirks & Ferrin, 2002; Pillai, Schriesheim, & Williams, 1999; Yang & Mossholder, 2010).”
Trust and the Development of Distributed Leadership (2007, background): “Such trust in leadership relates positively to work attitudes (e.g., job satisfaction), productivity, and turnover (Dirks & Ferrin, 2002; Dirks & Starlicki, 2004).”
The Relationship Between Being Perceived as Trustworthy by Coworkers and Individual Performance† (2009, background): “Last, we controlled for the ratee’s overall trust in his or her coworkers because research suggests that that trusting others can relate to one’s own performance (Dirks & Ferrin, 2002).”
The Relationship between Interpersonal Trust, Employee Satisfaction, and Employee Loyalty (2006, background): “…# 2006 Taylor & Francis DOI: 10.1080=14783360600753653 of trust in the formation of employee satisfaction (for a review see for example Dirks & Ferrin, 2001), but have focused mainly on trust in management (e.g. Rich, 1997) or trust in leadership (for a review see Dirks & Ferrin,…”
Removing the shadow of suspicion: the effects of apology versus denial for repairing competence- versus integrity-based trust violations. (2004, background): “…has been found, for example, to facilitate cooperation between interdependent actors, improve job attitudes, increase organizational commitment and performance, and enable the emergence of new organizational forms (see Dirks & Ferrin, 2002; Kramer, 1999 for meta-analytic and narrative reviews).”
Understanding the effects of substantive responses on trust following a transgression (2011, background): “To the extent that these beliefs and intentions shape future interactions with subordinates (Dirks & Ferrin, 2002), this is important.”
It hurts both ways: How social comparisons harm affective and cognitive trust (2012, methodology): “Cognitive trust is a willingness to be vulnerable to the trustee that is based primarily on beliefs about the trustee’s ability and integrity (Chua et al., 2008; Dirks & Ferrin, 2002; Mayer et al., 1995; McAllister, 1995; Wilson et al., 2006).”