In the Eyes of the Beholder: The Relationship Between Subordinates' Felt Trustworthiness and their Work Attitudes and Behaviors

By Scott W. Lester, Holly Brower. 2003

128 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f32e313a0c1ed84807c06c42c31ec1942e5d33ff

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In Communication

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Examining the effects of feeling trusted by supervisors in the workplace: A self-evaluative perspective (2014, background): “…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 behavior (Lau & Lam,…”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, unknown): “…a positive relationship between organizational trust and positive job outcomes (e.g., Babcock-Roberson & Strickland, 2010; Dolan, Tzafrir, & Baruch, 2005; Lester & Brower, 2003; Musacco, 2000; Ning, Jin, & Mingxuan, 2007; Parker, Williams, & Turner, 2006; Settoon & Mossholder, 2002; Yilmaz, 2008).”
Organizational Trust and Organizational Citizenship Behaviour (2016, background): “Lester and Brower (2003) found that subordinates’ perceptions of their leaders’ trust in them influenced their performance and OCB.”
Proactive personality, social capital, helping, and turnover intentions (2011, background): “In a trustful relationship, one feels comfortable in engaging in discretionary behavior such as helping because of high confidence in the partner (Lui and Ngo, 2004; Poppo and Zenger, 2002), and one may even feel obliged to help others (Lester and Brower, 2003).”
Perceived mastery climate, felt trust, and knowledge sharing (2018, background): “Our findings concur with prior studies in underscoring how the perceptions of being trusted may be far more important in relation to employee outputs than simply using the levels of trust in the supervisor (Lester & Brower, 2003).”
It Isn’t Always Mutual (2015, background): “Scholars interested in trust asymmetry may also seek to directly measure the perception of asymmetry by asking participants the degree to which they believe they are trusted (Lester & Brower, 2003).”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Finally, in addition to subordinates’ trust itself affecting job satisfaction (and performance), whether subordinates perceive that they are trusted by their supervisor also has an influence (Lester and Brower, 2003).”
A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes (2009, background): “In a similar research vein, Lester and Brower (2003) found that felt trustworthiness—perceiving that one’s manager assesses one’s trustworthiness highly—significantly predicted subordinate behavior and attitudes, even after accounting for perceived manager trustworthiness.”
Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, methodology): “The researchers found that felt trust is positively associated with task performance and organizational citizenship behaviors (Lester and Brower 2003).”