723
Views
11
CrossRef citations to date
0
Altmetric
Articles

Trust in a military context: What contributes to trust in superior and subordinate leaders?

, , , &
Pages 125-145 | Received 07 Dec 2011, Accepted 13 May 2013, Published online: 25 Sep 2013

References

  • Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. doi:10.1016/j.leaqua.2005.03.001
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
  • Bass, B. M. (1998). Transformational leadership: Industry, military, and educational impact. London: Lawrence Erlbaum Associated.
  • Belenky, G. L., Noy, S. L., & Solomon, Z. (1985). Battle stress: The Israeli experience. Military Review, 65, 28–37.
  • Blumer, H. (1954). What is wrong with social theory? American Sociological Review, 19(1), 3–10. doi:10.2307/2088165
  • Bowlby, J. (1969). Attachment and loss: Vol. 1. Attachment. New York, NY: Basic Books.
  • Burke, C. S., Sims, D. E., Lazzara, E. H., & Salas, E. (2007). Trust in leadership: A multi-level review and integration. The Leadership Quarterly, 18(6), 606–632. doi:10.1016/j.leaqua.2007.09.006
  • Clark, M. C., & Payne, R. L. (2006). Character-based determinants of trust in leaders. Risk Analysis, 26(5), 1161–1173. doi:10.1111/j.1539-6924.2006.00823.x
  • Collins, J. J., & Jacobs, T. O. (2002). Trust in the profession of arms. In D. M. Snider, & G. L. Watkins (Eds.), The future of the army profession (pp. 39–58). Boston, MA: The McGraw-Hill.
  • Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationship with risk taking and job performance. Journal of Applied Psychology, 92(4), 909–927. doi:10.1037/0021-9010.92.4.909
  • Cunningham, J. B., & MacGregor, J. (2000). Trust and the design of work: Complementary constructs in satisfaction and performance. Human Relations, 53, 1575–1591. doi:10.1177/00187267005312003
  • Department of the Army. (2009). FM 3–24, Counterinsurgency. Retrieved from http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/fm3_24x2.pdf
  • Deutsch, M. (1973). Trust and suspicion. The Resolution of conflict: Constructive and destructive processes. New Haven, CT: Yale University Press.
  • Dietz, G., & Den Hartog, D. N. (2006). Measuring trust inside organisations. Personnel Review, 35(5), 557–588. doi:10.1108/00483480610682299
  • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. doi:10.1037/0021-9010.87.4.611
  • Erikson, E. H. (1963). Childhood and society. New York, NY: Norton.
  • Fors Brandebo, M., & Larsson, G. (2012). Influence of IED attacks on leadership: Dealing with the invisible enemy. Res Militaris, an online social science journal, 2(3), Summer/Été 2012. Retrieved from http://resmilitaris.net/ressources/10160/33/res_militaris_article_fors_brandebo___larsson_influence_of_ied_attacks_on_leadership_revised.pdf
  • Friis, K., & Rehman, S. (Eds.) (2010). Nordic approaches to whole-of-government: In Afghanistan and beyond. Oslo, Norway: Norwegian Institute of International Affairs.
  • Gabarro, J. J. (1978). The development of trust, influence, and expectations. In A. G. Athos & J. J. Gabarro (Eds.), Interpersonal behaviour: Communication and understanding in relationships (pp. 290–303). Englewoods Cliffs, NJ: Prentice-Hall.
  • Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago IL: Aldine.
  • Hannah, S. T., Campbell, D. J., & Matthews, M. D. (2010). Advancing a research agenda for leadership in dangerous contexts. Military Psychology, 22, 157–189. doi:10.1080/08995601003644452
  • Hedlund, E. (2011). Self-images among Swedish peacekeeping soldiers – An analysis and theoretical discussion of soldiers' national self-images in the context of the Swedish shift to an all-volunteer format. Res Militaris, an online social science journal, 2(1), Autumn/Automne 2011. Retrieved from http://resmilitaris.net/ressources/10161/26/1.pdf
  • Huff, L., & Kelly, L. (2003). Levels of organizational trust in individualist versus collectivist societies: A seven-nation study. Organization Science, 21, 494–501. doi:10.1287/orsc.14.1.81.12807
  • Hurst, D. K. (1995). Crisis & renewal: Meeting the challenge of organizational change. Boston, MA: Harvard Business School Press.
  • Jennings, E. E. (1971). The sponsored executive. In E. E. Jenning (Ed.), Routes to the executive suite (pp. 145–168). New York, NY: McGraw-Hill.
  • Keyton, J., & Smith, F. L. (2009). Distrust in leaders: Dimensions, patterns, and emotional intensity. Journal of Leadership & Organizational Studies, 16(1), 6–18. doi:10.1177/1548051809334196
  • Kolditz, T. A. (2007). In extremis leadership: Leading as if your life depended on it. San Francisco, CA: Jossey-Bass.
  • Kosugi, M., & Yamagishi, T. (1998). General trust and judgments of trustworthiness. The Japanese Journal of Psychology, 69(5), 349–357. doi:10.4992/jjpsy.69.349
  • Krulak, C. (1997). The three block war: Fighting in urban areas. Vital Speeches of the Day, 64, 139–141.
  • Larsson, G., Carlstedt, L., Andersson, J., Andersson, L., Danielsson, E., Johansson, A., … Michel, P.-O. (2003). A comprehensive system for leader evaluation and development. Leadership & Organization Development Journal, 24(1), 16–25. doi:10.1108/01437730310457294
  • Larsson, G., & Eid, J. (2012). An idea paper on leadership theory integration. Management Research Review, 35(3/4), 177–191. doi:10.1108/01409171211210109
  • Larsson, G., Sjöberg, M., Vrbanjac, A., & Björkman, T. (2005). Indirect leadership in a military context: A qualitative study on how to do it. Leadership & Organization Development Journal, 26(3), 215–227. doi:10.1108/01437730510591761
  • Lapidot, Y., Kark, R., & Shamir, B. (2007). The impact of situational vulnerability on the development and erosion of followers' trust in their leader. The Leadership Quarterly, 18(1), 16–34. doi:10.1016/j.leaqua.2006.11.004
  • Lewis, J. D., & Weigert, A. (1985). Trust as social reality. Social Forces, 63, 967–985. doi:10.1093/sf/63.4.967
  • Lindkvist, L. (1988). Et lidelsesfullt letande efter ‘nordisk ledande’ [A passionate search for ‘Nordic management’]. København: Institut for Organisation og Arbejdssociologi, Handelshøjskolen.
  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20, 709–734. Retrieved from http://www.jstor.org/stable/258792
  • McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24–59. doi:10.2307/256727
  • Miles, M. B., & Huberman, M. A. (1984). Qualitative data analysis: A sourcebook of new methods. London: Sage.
  • Mishra, A. K. (1996). Organizational responses to crisis: The centrality of trust. In R. M. Kramer & T. R. Tyler (Eds.), Trust in organizations: Frontiers of theory and research (pp. 261–287). Thousand Oaks, CA: Sage.
  • Nilsson, S., Wallenius, C., Johansson, E., & Larsson, G. (2010). When the going gets tough, the tough get going: Stressors and challenges working in a military multinational environment. In P. T. Bartone, B. E. Eid, J. Violanti, & J-.C. Laberg (Eds.), Enhancing human performance in security operations: International and law enforcement perspective (pp. 399–424). Chicago, IL: Charles C. Thomas.
  • Rempel, J. K., Ross, M., & Holmes, J. G. (2001). Trust and communicated attributions in close relationships. Journal of Personality and Social Psychology, 81(1), 57–64. doi:10.1037/0022-3514.81.1.57
  • Spacie, K. (2001). Mission command in peace support operations: Does it apply? In P. Essens, A. Vogelaar, E. Tanercan, & D. Winslow (Eds.), The human in command: Peace support operations (pp. 205–211). Amsterdam, The Netherlands: Mets & Schilt/KMA.
  • St. Denis, T. (2001). The dangerous appeal of the warrior. Canadian Military Journal, 2, 31–38.
  • Swedish Research Council. (2002). Forskningsetiska principer inom Humanistisk-samhällsvetenskaplig forskning [Research ethical principles in humanistic-social research]. Stockholm, Sweden: Vetenskapsrådet.
  • Sweeney, P. J. (2007). Trust: The key to combat leadership. In D. Crandall (Ed.), Leadership lessons from West Point (pp. 252–277). San Francisco, CA: Jossey-Bass.
  • Sweeney, P. J. (2010). Do soldiers reevaluate trust in their leaders prior to combat operations? Military Psychology, 22, 70–88. doi:10.1080/08995601003644312
  • Sweeney, P. J., Thompson, V., & Blanton, H. (2009). Trust and influence in combat: An interdependence model. Journal of Applied Social Psychology, 39(1), 235–264. doi:10.1111/j.1559-1816.2008.00437.x
  • Thibaut, J. W., & Kelley, H. H. (1959). The social psychology of groups. New Brunswick, NJ: Transaction Books.
  • Vogelaar, A. L. W. (2007). Leadership from the edge: A matter of balance. Journal of Leadership and Organizational Studies, 13(3), 27–42. doi:10.1177/10717919070130030301
  • Wells, C. V., & Kipnis, D. (2001). Trust, dependency, and control in the contemporary organization. Journal of Business and Psychology, 15(4), 593–603. doi:10.1023/A:1007871001157
  • Werbel, J. D., & Henriques, P. L. (2009). Different views of trust and relational leadership: Supervisor and subordinate perspectives. Journal of Managerial Psychology, 24(8), 780–796. doi:10.1108/02683940910996798
  • Whitener, E. M., Brodt, S. E., Korsgaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. In R. M. Kramer (Ed.), Organizational trust (pp. 140–169). New York, NY: Oxford University Press.
  • Yammarino, F. J. (1994). Indirect Leadership – Transformational leadership at a distance. In B. M. Bass & B. J. Avoilio (Eds.), Improving organizational effectiveness through transformational leadership (pp. 26–47). London: Sage.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.