Abstract
The purpose of this research is to better understand trust-control dynamics in organizations through conceptualizing relationships between managerial trust-building activities and employee effectiveness. We consider (a) how trust-building activities are applied by managers and perceived by their employees, and (b) how subsequent trust impacts job effectiveness through the social control mechanisms of stewardship climate and psychological contracting. Our conceptual model and distilled propositions provide avenues for future research to examine the influence of managerial trust-building activities and the mediating role of previously unexplored controls (i.e., stewardship climate and psychological contract) on employee effectiveness.
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