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Trust and Influence in Combat: An Interdependence Model

Citation

Sweeney, Patrick J.; Thompson, Vaida D.; & Blanton, Hart (2009). Trust and Influence in Combat: An Interdependence Model. Journal of Applied Social Psychology, 39(1), 235-264.

Abstract

Two studies tested an interdependence model of trust development and the links between trust and influence in the in extremis environment of combat, and a non-combat replication. Structural equation modeling was used to test the model. Results from both studies suggested that a modified interdependence model provided a plausible explanation for how leaders may earn subordinate trust, through fostering the establishment of cooperative interdependence and being perceived as credible. Credibility was demonstrated through both competence and good character, and organizational structures that were in place contributed to trust by encouraging leaders to behave cooperatively toward group members. Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.

URL

http://dx.doi.org/10.1111/j.1559-1816.2008.00437.x

Reference Type

Journal Article

Year Published

2009

Journal Title

Journal of Applied Social Psychology

Author(s)

Sweeney, Patrick J.
Thompson, Vaida D.
Blanton, Hart