Trust in Organizational Superiors: Systemic and Collective Considerations

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Abstract
The social-psychological literature on trust in organizational superiors implies that it is an interpersonal phenomenon, based on the superior’s behaviours and on subordinates’ perceptions of the superior’s behaviours and qualities. The sociological literature, in contrast, implies that trust in a superior is a property of the system in which the superior-subordinate relationship is embedded. In this article, we suggest that trust is both an interpersonal and a collective phenomenon and focus on the linkages between three levels of trust: the system level, the group level, and the individual level. We use a longitudinal quantitative analysis of cadets’ trust in their team commanders and a qualitative analysis of critical incidents of trust building and erosion to develop and support three propositions. First, trust in a superior reflects subordinates’ trust in the system that the superior represents. Second, subordinates employ criteria derived from systemic properties such as collective identities and values to evaluate the trustworthiness of their superior. Third, team processes play a major role in the social construction of trust in a superior and in translating systemic considerations into criteria for evaluating superiors’ trustworthiness.