Author pages are created from data sourced from our academic publisher partnerships and public sources.
Share This Author
Trust in leadership: meta-analytic findings and implications for research and practice.
Estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates are provided and a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in Leadership and its operation.
Toward a Theory of Psychological Ownership in Organizations
Building upon the observation that individuals feel ownership toward a variety of targets, we suggest that under certain conditions, organizational members can develop feelings of ownership toward…
The State of Psychological Ownership: Integrating and Extending a Century of Research
People develop feelings of ownership for a variety of objects, material and immaterial in nature. We refer to this state as psychological ownership. Building on and extending previous scholarship,…
The Role of Trust in Organizational Settings
Numerous researchers from various disciplines seem to agree that trust has a number of important benefits for organizations, although they have not necessarily come to agreement on how these benefits…
Removing the shadow of suspicion: the effects of apology versus denial for repairing competence- versus integrity-based trust violations.
- P. Kim, D. Ferrin, Cecily D. Cooper, K. Dirks
- PsychologyThe Journal of applied psychology
- 1 February 2004
Investigation of the implications of an apology versus a denial for repairing trust after an alleged violation revealed that trust was repaired more successfully when mistrusted parties apologized for violations concerning matters of competence but denied culpability for violationscerning matters of integrity.
The effects of interpersonal trust on work group performance.
- K. Dirks
- Business, PsychologyThe Journal of applied psychology
- 1 June 1999
It is suggested that trust may be best understood as a construct that influences group performance indirectly by channeling group members' energy toward reaching alternative goals.
Trust in leadership and team performance: evidence from NCAA basketball.
- K. Dirks
- BusinessThe Journal of applied psychology
- 1 December 2000
Survey and archival data from a sample of men's college basketball teams provides support for both hypotheses, indicating that trust in leadership is both a product and a determinant of team performance.
Reparing Relationships Within and Between Organizations: Building A Conceptual Foundation
How can relationships be repaired after being damaged? There is a small but growing body of work on the topic from a number of different disciplinary perspectives using different theoretical lenses…
When more blame is better than less: The implications of internal vs. external attributions for the repair of trust after a competence- vs. integrity-based trust violation
Direct and indirect effects of third-party relationships on interpersonal trust.
The authors hypothesized that network closure and structural equivalence would predict interpersonal trust indirectly via their impact on interpersonal organizational citizenship behaviors performed within the interpersonal relationship, whereas trust transferability would predict trust directly.