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Restoring Trust in Organizations and Leaders$
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Roderick M. Kramer and Todd L. Pittinsky

Print publication date: 2012

Print ISBN-13: 9780199756087

Published to Oxford Scholarship Online: May 2012

DOI: 10.1093/acprof:oso/9780199756087.001.0001

Understanding Threats to Leader Trustworthiness

Why It’s Better to Be Called “Incompetent” than “Immoral”

Chapter:
(p.217) 10 Understanding Threats to Leader Trustworthiness
Source:
Restoring Trust in Organizations and Leaders
Author(s):

Kimberly D. Elsbach

Steven C. Currall

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199756087.003.0011

In this chapter, we use research on both spontaneous trait inferences (i.e., perceptions of individual characteristics based on the mere observation of behavior) and motivated person-perception (i.e., perceptions of others that are influenced by perceiver needs and emotions) to develop a model explaining the differing effects of incompetent vs. immoral acts on leader trustworthiness. This model suggests that the initial labeling of leader actions as “immoral” triggers different cognitive processes in observers than does the labeling of these actions as “incompetent”. We illustrate these differences through case illustrations of two relatively successful leaders who found their trustworthiness threatened; one by actions that were labeled as immoral, and one by actions that were labeled as incompetent. We discuss the implications of our model for leaders and their followers.

Keywords:   trustworthiness, leaders, trait inference, person-perception, morality, competence

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