دانلود رایگان مقاله تکذیب کلیشه ای مدیر بدگمان

ABSTRACT

Although trust is fundamental to social and organizational functioning, the media often portray managers as distrusting, suggesting that distrust of others is a typical personality variable of successful leaders. This study puts the cliche of the distrustful manager to the test. Both self-report data
(N ¼ 32,926) and behavioral data (N ¼ 924) from the German Socio-Economic Panel refute this cliche.
Analyses reveal that individuals in managerial positions neither show a lower level of trust before, nor a systematic reduction in trust after attaining such positions. Moreover, analyses demonstrate that managers are generally more trusting than non-managers. This selection effect implies that individuals who trust others are more successful in achieving managerial positions than their less trusting counterparts.

6. Discussion

The aims of our study were to examine trust from the perspective of managers and to put the cliche of the distrustful
manager to the test. Our analyses built on a wide-ranging sample over a multi-year period, allowing us to disentangle selection effects and developments over time. Our results refute the cliche.
Individuals in managerial positions do not exhibit a lower level of trust before, or a systematic reduction in trust after attaining such positions. Moreover, our analyses reveal that managers are generally more trusting than non-managers. Our study thus indicates a selection effect: It seems that particularly trusting people seek and achieve leadership positions more often than less trusting people. On a more general level, these findings provide a more positive view of individuals who seek and accept managerial functions. Hence, trust seems to be not only “a determinant of entry into selfemployment” (Caliendo et al., 2012, p. 405), but also a determinant of entry into a position with managerial functions in general.