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How do leaders repair trust? An examination of trust repair during the UK expenses scandal
| Content Provider | Semantic Scholar |
|---|---|
| Author | Merrington, Shannon Gillespie, Nicole M. Ferrin, Don Dietz, Graham |
| Copyright Year | 2011 |
| Abstract | For decades the importance of trust in leadership has been emphasised (Bowler & Karp, 2004; Burke, Sims, Lazzara, & Salas, 2007; Dirks & Ferrin, 2002; Liu, Siu, & Shi, 2010). Trust is central to effective leadership and understanding how to build and repair trust is considered a “critical management competency” (Lewicki & Bunker, 1996). Yet little empirical research has examined how leaders repair trust once it is broken (Dirks, Lewicki & Zaheer, 2009). The few trust repair studies conducted to date have been experimental in nature using undergraduate students and have decontextualised the trust breach and repair process (Gillespie & Dietz, 2009). |
| Starting Page | 1 |
| Ending Page | 20 |
| Page Count | 20 |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://www.anzam.org/wp-content/uploads/pdf-manager/552_ANZAM2011-291.PDF |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
