ABSTRACT
Trust is one of the key determinants of performance in business organizations and a necessary outcome of true leadership (Kouzes & Posner, 1993). As a result, trust has been an important construct in the social sciences and has also received increasing attention by organizational researchers (Colquitt et al., 2007; Mayer et al., 1995; Whitener et al., 1998), especially in the field of manager-subordinate relationships (Brower et al., 2000; Dirks & Ferrin, 2002). While past research has offered multiple perspectives to advance our understanding about the nature of trust relationships in an organizational context (for a comprehensive review, see Bachmann & Zaheer, 2006), scholars have also singled out some of the rather unanswered questions that deserve further attention.
