The Effects of Changing Power and Influence Tactics on Trust in the Supervisor: A Longitudinal Field Study
This paper presents a five-month longitudinal field study of the use of influence tactics and power on the development of employee trust within a small Midwestern US nonunion manufacturing company. Analysis of levels of trust in supervisors found that, as hypothesised, changes in trust levels were substantially related to increases in specific types of power use and influence attempts, most notably changes in referent power, expert power, and task-related supportive behaviors. Evidence also indicates that the development of trust is a reciprocal phenomenon, and that increased trust can lead to important outcomes.
Mayer, Roger C., Philip Bobko, James H. Davis, and Mark B. Gavin. “The Effects of Changing Power and Influence Tactics on Trust in the Supervisor: A Longitudinal Field Study.” Journal of Trust Research 1.2 (2011): 177-201.
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Original version available from the publisher at: http://www.tandfonline.com/doi/abs/10.1080/21515581.2011.603512#.UnF7R3Csgyo
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