A trust-leadership model

Gordon, Gus; Gilley, Jerry W.

doi:10.1002/pfi.21284

Cited by 8 publications

(4 citation statements)

References 9 publications

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“…This ability is linked to vision, which has been found to be characteristic of effective leadership in other research (Gillespie & Mann, 2004;Gordon & Gilley, 2012;Kouzes & Posner, 1993;Podsakoff, et al, 1990).…”

Section: Positively Influences Culturementioning

confidence: 99%

“…The idea of equitable treatment has been recognized as a behavior important to leadership (Dirks & Ferris, 2002;Gordon & Gilley, 2012;Sitkin, et al, 2007).…”

Section: Treats Employees Fairlymentioning

confidence: 99%

“…Additionally, Martin (1999), Gilley (2006) and Gordon and Gilley (2012) see genuine personal relationships and involvement with followers as characteristic of effective leaders, which can enhance social capital (Adler & Kwon, 2002).…”

Section: Positively Influences Culturementioning

confidence: 99%

“…Farling, Stone, and Winston (1999) developed a model of servant leadership that includes vision, influence, credibility, trust, and service. Gordon and Gilley (2012) developed a trust leadership model that proposed four separate concept-based behaviors that establish and reinforce trust. The behaviors are communication and vision, compassion, promoting a stakeholder view, and equitable reward and recognition.…”

Section: Trust and Leadershipmentioning

confidence: 99%

See 3 more Smart Citations

Employee Perceptions of the Manager Behaviors That Create Follower-Leader Trust

Gordon¹,

Gilley²,

Avery³

et al. 2014

MOS

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Trust and related concepts are often discussed as representing important behaviors of good leaders. We empirically tested these concepts to obtain insight into what builds trust between leaders and followers from the employee's perspective. This was accomplished through a questionnaire with 409 respondents. The results were tested empirically through both regression and structural equation modeling. Both models indicate a good fit with statistical significance for what these respondents feel build trust with their leader. The behaviors identified in this study as enhancing perceptions of trust in leaders are demonstrated by managers who behave ethically, positively influence organizational culture, treat employees fairly and consistently, encourage employee growth and development, and promote work-life balance. Our results contribute to the extant literature by empirically validating this unique set of behaviors that model trust-building with followers. This should provide practitioners with a guide for trust-building and enable researchers to further develop and test the model and its implications for organizational commitment and performance, as well as form a base for trust scale development similar to Robinson (1996).

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Section: Positively Influences Culturementioning

confidence: 99%

“…The idea of equitable treatment has been recognized as a behavior important to leadership (Dirks & Ferris, 2002;Gordon & Gilley, 2012;Sitkin, et al, 2007).…”

Section: Treats Employees Fairlymentioning

confidence: 99%