ABSTRACT

Through the different chapters in this volume, we have observed how different socio-political and cultural factors affect the process of trust development between manager nd subordinate. However, in spite of important differences in the strengths of some parameters and in the significance of certain control variables, we can conclude that our main model, presented initially in Chapter 1, remains valid across countries and holds explanatory power in explaining manager-subordinate trust dynamics in the variety of contexts explored in this research. Specifically, managerial fairness was found to influence subordinates’ trust in managers, which in turn leads subordinates to engage in organizational citizenship behavior. Based on this behavior, managers judge subordinates’ trustworthiness and then reciprocate with fairness.