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Building trust with subordinates: the role of the context in leadership effectiveness
[Construire la confiance des subordonnés : le rôle du contexte dans l’efficacité du leadership]

Author

Listed:
  • Marie-Aude Abid-Dupont

    (AMU IAE - Institut d'Administration des Entreprises (IAE) - Aix-en-Provence - AMU - Aix Marseille Université)

  • Jean-Louis Chandon

    (AMU IAE - Institut d'Administration des Entreprises (IAE) - Aix-en-Provence - AMU - Aix Marseille Université)

Abstract

This research identifies the levers of trust development, depending on the context. An initial exploratory study reveals two strategies for developing trust, exchange of resources and work group membership. The supervisor's positional power conditions the effectiveness of these two strategies in developing trust. On a sample of former graduates from French engineering schools, the results show that a supervisor with strong positional power must favor the exchange of resources as the key strategy of trust building. Conversely, a manager with low power must promote membership in the group to build trust

Suggested Citation

  • Marie-Aude Abid-Dupont & Jean-Louis Chandon, 2013. "Building trust with subordinates: the role of the context in leadership effectiveness [Construire la confiance des subordonnés : le rôle du contexte dans l’efficacité du leadership]," Working Papers hal-01167300, HAL.
    • Handle: RePEc:hal:wpaper:hal-01167300
    Note: View the original document on HAL open archive server: https://hal.science/hal-01167300
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    References listed on IDEAS

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    1. Wayne Velicer, 1976. "Determining the number of components from the matrix of partial correlations," Psychometrika, Springer;The Psychometric Society, vol. 41(3), pages 321-327, September.
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