This study by Ferrin and Dirks (2002) provides a comprehensive review and meta-analysis of the research on trust in leadership, spanning four decades. The authors examine the primary relationships between trust in leadership and key outcomes, antecedents, and correlates, using 106 independent samples with 27,103 individuals. They explore how specifying the construct with different leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) affects these relationships. Direct leaders, such as supervisors, are found to be a particularly important referent of trust. The study also offers a theoretical framework to clarify the different perspectives on trust in leadership and its operation. The significance of trust in leadership has been recognized in various fields, including organizational psychology, management, and education. However, the authors note that there has been no comprehensive assessment of empirical research on trust in leadership. They address this gap by conducting a meta-analysis to summarize the primary relationships between trust in leadership and 23 constructs. The study identifies two distinct theoretical perspectives on trust in leadership: the relationship-based perspective, which focuses on the nature of the leader-follower relationship, and the character-based perspective, which focuses on the leader's character and how it influences followers' perceptions of vulnerability. These perspectives are used to explain bivariate relationships between trust in leadership and its antecedents and consequences. The primary relationships between trust in leadership and key outcomes are discussed, including behavioral, performance, and attitudinal outcomes. Trust is found to have a significant positive impact on job satisfaction, organizational commitment, and job performance, while having a negative impact on the intention to quit. The study also examines the relationships between trust and potential antecedents, such as leader actions, follower attributes, and relationship attributes. The authors explore the implications of different referents and definitions of trust in leadership. They find that trust in direct leaders is more strongly related to job satisfaction, organizational commitment, and job performance, while trust in organizational leadership is more strongly related to organizational commitment. The study also suggests that overall definitions of trust are more strongly related to organizational citizenship behaviors, job attitudes, and job performance, while cognitive definitions are more strongly related to job satisfaction, organizational commitment, and intention to quit. The meta-analysis provides insights into the relationships between trust in leadership and other variables, offering practical implications for organizations and practitioners. It highlights the importance of understanding the nature and referent of trust to effectively build and maintain trust in leadership.This study by Ferrin and Dirks (2002) provides a comprehensive review and meta-analysis of the research on trust in leadership, spanning four decades. The authors examine the primary relationships between trust in leadership and key outcomes, antecedents, and correlates, using 106 independent samples with 27,103 individuals. They explore how specifying the construct with different leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) affects these relationships. Direct leaders, such as supervisors, are found to be a particularly important referent of trust. The study also offers a theoretical framework to clarify the different perspectives on trust in leadership and its operation. The significance of trust in leadership has been recognized in various fields, including organizational psychology, management, and education. However, the authors note that there has been no comprehensive assessment of empirical research on trust in leadership. They address this gap by conducting a meta-analysis to summarize the primary relationships between trust in leadership and 23 constructs. The study identifies two distinct theoretical perspectives on trust in leadership: the relationship-based perspective, which focuses on the nature of the leader-follower relationship, and the character-based perspective, which focuses on the leader's character and how it influences followers' perceptions of vulnerability. These perspectives are used to explain bivariate relationships between trust in leadership and its antecedents and consequences. The primary relationships between trust in leadership and key outcomes are discussed, including behavioral, performance, and attitudinal outcomes. Trust is found to have a significant positive impact on job satisfaction, organizational commitment, and job performance, while having a negative impact on the intention to quit. The study also examines the relationships between trust and potential antecedents, such as leader actions, follower attributes, and relationship attributes. The authors explore the implications of different referents and definitions of trust in leadership. They find that trust in direct leaders is more strongly related to job satisfaction, organizational commitment, and job performance, while trust in organizational leadership is more strongly related to organizational commitment. The study also suggests that overall definitions of trust are more strongly related to organizational citizenship behaviors, job attitudes, and job performance, while cognitive definitions are more strongly related to job satisfaction, organizational commitment, and intention to quit. The meta-analysis provides insights into the relationships between trust in leadership and other variables, offering practical implications for organizations and practitioners. It highlights the importance of understanding the nature and referent of trust to effectively build and maintain trust in leadership.