Trust in Leader
文名称： Trust in Leader Measurement Scale 中文名 称： 对领导的信任 作 者： Kurt T Dirks 出 处：
Kurt T Dirks, Trust in leadership and team performance: evidence from NCAA basketball, Journal of applied psychology, 2000, vol. 85, No. 6, 1004-1012 简 介： 条 目：
Most team members trust and respect the coach. (. 93)
I can talk freely to the coach about difficulties I am having on the team and know that he will want to listen. (. 84)
If I shared my problems with the coach, I know he would respond constructively and caringly. (.90)
I have a sharing relationship with the coach. I can freely share my ideas, feelings, and hopes with him (. 86)
I would feel a sense of loss if the coach left to take a job elsewhere. (. 96) The coach approaches his job with professionalism and dedication. (. 87) Given the coach's past performance, I see no reason to doubt his comoetence. (. 87)
I can rely on the coach not to make my job (as a player) more difficult by poor coaching.( 88)
Other players and coaches consider the head coach to be trustworth. (. 94) Note.
Instructions specify the head coach as the referent, Factor loading for the items are shown in parentheses.
All responses were on 7-point Likert scales ranging from I (strongly disagree) to 7 (strongly agree).
信 度： 效 度： 备 注：
Interpersonal Trust
英文名称： Interpersonal Trust 中文名称： 人际信任 作 者： McAllister, D. J.
出 处： McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24-59. 简 介： 条 目：
Sample: A sample of 194 managers and professionals, including men and women from various industries, reported on cross-functional dyadic relationships with peers at work. Individuals enrolled in, and alumni of, the executive master's of business administration (EMBA) program of a major university in southern California were requested to participate and to nominate peers from work to participate with them. In examining relations among middle- and upper-level managers, I focused on relations of lateral interdependence (Sayles, 1979), where the impact of trust's presence or absence was expected to be pronounced (Thompson, 1967). Each EMBA affiliate agreeing to participate nominated two peers, so triads were formed. Triad members separately completed surveys describing various aspects of their working relationships with one another. Respondents provided two forms of data: (1) information concerning one triad member from the perspective of a focal manager, and (2) information concerning the second triad member from the perspective of a peer. Data collected from respondents were combined to form manager-peer dyad records. Of the 197 individuals initially contacted, 80 agreed to participate, a 41 percent acceptance rate. Given the level of commitment involved (questionnaire response, as well as nominating peers), this response rate is well within accepted limits. The nominated peers were not associated with the EMBA program, and the response rate at the second stage of the study was 81 percent (194 of 240 EMBA students,
alumni, and nominated peers). From the data collected, I constructed 175 complete manager-peer dyad records, which formed the basis for the present research. The initial contacts also identified one person, in most cases a superior, familiar with the performance of all triad members to provide performance information; the superior's response rate was 86 percent. The respondents were, for the better part, mature (an average age of 38 years), well-educated (57 percent with some graduate training, 28 percent with undergraduate degrees) individuals with considerable organizational experience (an average professional tenure of 11.7 years). The profile of respondents by age and gender corresponds well with that of the population of EMBA students and alumni (average age 37 years, 74.8 percent men). Although further information on the population from which respondents were drawn was not available, it appeared likely that they were representative of the population.
Ranging from 1 (strongly disagree) to 7 (strongly agree).
Affect-based trust
1. We have a sharing relationship. We can both freely share our ideas, feelings, and hopes.
2. I can talk freely to this individual about difficulties I am having at work and know that (s)he will want to listen.
3. We would both feel a sense of loss if one of us was transferred and we could no longer work together.
4. If I shared my problems with this person, I know (s)he would respond constructively and caringly.
5. I would have to say that we have both made considerable emotional investments in our working relationship.
Cognition-based trust
1. This person approaches his/her job with professionalism and dedication. 2. Given this person's track record, I see no reason to doubt his/her competence
and preparation for the job.
3. I can rely on this person not to make my job more difficult by careless work. 4. Most people, even those who aren't close friends of this individual, trust and respect him/her as a coworker.
5. Other work associates of mine who must interact with this individual consider him/her to be trustworthy.
6. If people knew more about this individual and his/her background, they would be more concerned and monitor his/her performance more closely. [R]
信度： Reliability estimates (Cronbach's alphas) for the cognition- and affect-based trust measures are .91 and .89, respectively. 效度： 备注：