A model for managing trust.

Abstract

The study, representing 6,528 employees, investigates the relationship of the “big five” personality dimensions and managerial practices to the dimension of trust relationships between managers and employees, and also the relationship between the “big five” and managerial practices. Results indicate that managerial practices have an influence on the trust relationships between managers and employees. A weaker relationship with the dimension of trust was obtained for the “big five” personality dimensions. Although there appears to be a weaker relationship between the “big five” and the dimension of trust, the relatively good fit of the model indicates that an overall implication of the model is that both managerial practices and the “big five” personality aspects of the manager might influence his/her subordinates indirectly. The results indicate that although managers perceived it to be a good instrument to use, future research is needed to expand other anecdotes of trust.