Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support.

Trust, defined as a willingness of one entity (e. g., stakeholders) to be vulnerable to the discretionary actions of another (e.g., a wildlife management agencies), is a key attribute of effective environmental management. A lack of clarity about which factors matter most in developing and sustaining trust creates an impediment to good governance. Our objective was to derive a set of antecedents of trust from research reported in peer-reviewed literature in natural resource and environmental science, management and policy domains. We conducted a meta-analysis of the relationships between trust and seven antecedents: reputation, communication, shared norms, and values, cooperation/support, negative past behaviors, satisfaction with/quality of services, and fairness. We also examined whether relationships between antecedents and trust differ depending on whether the target of trust is a specific person or the organization as an entity, as well as whether the relationship with the referent of trust is horizontal (i.e., between natural resource agencies partnering together) or vertical (i.e., between stakeholders and agencies). Results provide estimates of relationships between each antecedent and trust, as well as the relative importance of the antecedents in predicting trust. We conclude by evaluating the state of the literature on trust and providing recommendations for future research.

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