Operational Control and Trust Dynamics

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This paper demonstrates that the ways managers combine particular applications operational controls and trust-building activities directly influence their subordinates’ trust and control perceptions. When managers either apply outcome controls and demonstrate credibility or apply clan controls and demonstrate consideration, they increase levels of subordinate trust and decrease subordinate perceptions that they are being controlled by their managers. However, when managers apply behavior controls and demonstrate their capability, managers decrease levels of subordinate trust and increase subordinate perceptions that they are being controlled by their managers. We argue that a key element determining these relationships is the level of behavioral autonomy that managers provide to their subordinates. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and control-trust dynamics.