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Follower reactions to leader trust violations: A grounded theory of violation types, likelihood of recovery, and recovery process

Author

Listed:
  • Steven Grover
  • Markus Hasel
  • Caroline Manville

    (TSM - Toulouse School of Management Research - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse - CNRS - Centre National de la Recherche Scientifique - TSM - Toulouse School of Management - UT Capitole - Université Toulouse Capitole - UT - Université de Toulouse)

  • Carolina Serrano-Archimi

    (AMU IAE - Institut d'Administration des Entreprises (IAE) - Aix-en-Provence - AMU - Aix Marseille Université)

Abstract

This paper explores how trust is violated and restored in the leader–follower relationship by analyzing rich stories in everyday trust violation situations. The results suggest a dichotomy of how violations affect trust and its propensity for repair. Recoverable violations are common occurrences from which trust can be recovered, although repeated instances of this type can destroy trust beyond recovery. The process of recovery involves leaders first openly discussing the violation(s) and then providing plans to avoid future violations. Conversely, irrecoverable trust violations destroy trust to such a degree that it cannot be restored and followers withdraw from the relationship. The study advances our understanding of trust violations by showing that recoverable violations include violations based on integrity, competence, and benevolence. Additionally, the typology of trust violations in these unique relationships promotes further investigation.

Suggested Citation

  • Steven Grover & Markus Hasel & Caroline Manville & Carolina Serrano-Archimi, 2014. "Follower reactions to leader trust violations: A grounded theory of violation types, likelihood of recovery, and recovery process," Post-Print hal-01796413, HAL.
    • Handle: RePEc:hal:journl:hal-01796413
    DOI: 10.1016/j.emj.2014.01.002
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    Citations

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    Cited by:

    1. Hommelhoff, Sabine & Richter, David, 2017. "Refuting the cliché of the distrustful manager," European Management Journal, Elsevier, vol. 35(2), pages 164-173.
    2. Brühl, Rolf & Basel, Jörn S. & Kury, Max F., 2018. "Communication after an integrity-based trust violation: How organizational account giving affects trust," European Management Journal, Elsevier, vol. 36(2), pages 161-170.
    3. Kroeger, Frens, 2015. "The development, escalation and collapse of system trust: From the financial crisis to society at large," European Management Journal, Elsevier, vol. 33(6), pages 431-437.
    4. Gölgeci, Ismail & Murphy, William H. & Johnston, David A., 2018. "Power-based behaviors in supply chains and their effects on relational satisfaction: A fresh perspective and directions for research," European Management Journal, Elsevier, vol. 36(2), pages 278-287.
    5. Nina Tomaževič & Aleksander Aristovnik, 2019. "Factors of Trust in Immediate Leaders: An Empirical Study in Police Service Environment," IJERPH, MDPI, vol. 16(14), pages 1-17, July.
    6. Seele, Hagen & Eberl, Peter, 2020. "Newcomers’ reactions to unfulfilled leadership expectations: An attribution theory approach," European Management Journal, Elsevier, vol. 38(5), pages 763-776.
    7. Steven L. Grover & Marie-Aude Abid-Dupont & Caroline Manville & Markus C. Hasel, 2019. "Repairing Broken Trust Between Leaders and Followers: How Violation Characteristics Temper Apologies," Journal of Business Ethics, Springer, vol. 155(3), pages 853-870, March.
    8. Hartner-Tiefenthaler, Martina, 2021. "Supervisors’ power to deal with employees’ inner resignation: How perceived power of the organization and the supervisor relate to employees’ voluntary and enforced work behavior," European Management Journal, Elsevier, vol. 39(2), pages 260-269.
    9. Kähkönen, T. & Blomqvist, K. & Gillespie, N. & Vanhala, M., 2021. "Employee trust repair: A systematic review of 20 years of empirical research and future research directions," Journal of Business Research, Elsevier, vol. 130(C), pages 98-109.

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