Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Journal of Management
This Article
Right arrow Full Text (PDF)
Right arrow All Versions of this Article:
0149206307312511v1
35/2/327    most recent
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Brower, H. H.
Right arrow Articles by Dineen, B. R.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

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

Holly H. Brower

Calloway School of Business and Accountancy, Wake Forest University, Reynolda Station, Winston-Salem, NC 27109, browerhh{at}wfu.edu

Scott W. Lester

Department of Management and Marketing, University of Wisconsin-Eau Claire, Eau Claire, WI 54702

M. Audrey Korsgaard

Moore School of Business, University of South Carolina, 1705 College St., Columbia, SC 29208

Brian R. Dineen

Gatton College of Business and Economics School of Management, University of Kentucky, Lexington, KY 40506

Despite previous calls to examine trust from the perspectives of both the manager and subordinate, most studies have exclusively focused on trust in the manager. The authors propose that trust in the subordinate has unique consequences beyond trust in the manager. Furthermore, they propose joint effects of trust such that subordinate behavior and intentions are most favorable when there is high mutual trust. Findings reveal unique relationships of trust in manager and trust in subordinate on performance, organizational citizenship behavior (OCB), and intentions to quit. Furthermore, the interaction of trust in manager and trust in subordinate predicts individual-directed OCB in the hypothesized direction.

Key Words: trust • mutual trust • being trusted

This version was published on March 1, 2009

Journal of Management, Vol. 35, No. 2, 327-347 (2009)
DOI: 10.1177/0149206307312511
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?