Transformational Leadership - Trust and Communication

Abstract Transformational leaders are thought to play a key role in determining organizational effectiveness. A key component of the transformational leadership process is the degree to which followers trust their leader. Thus it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed and maintained as well as those factors mediating this relationship (e.g. Gillespie & Mann 2004; Podsakoff et al. 1990). Though there is research addressing conceptually distinct mechanisms for fostering trust in leaders as well as the outcomes that result from using those mechanisms research efforts have been disjointed and have as yet produced no comprehensive theoretical model of these phenomena. Therefore the purpose of this article is to present an integrative model of trust in leadership. Moreover this study examines the effects of transformational leadership on followers' attitudinal and behavioral outcomes investigating the mediating role of two distinct though related trust dimensions: cognitive and affective trust. Furthermore managers' communication quality and openness are also examined as potential moderators of the relationship between transformational leadership and employees' cognitive and affective trust.