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Journal of Management
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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
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