Perceived Leader Behavior as a Function of the Leader's Interpersonal Trust Orientation

The interpersonal trust orientation of the leader is a variable that has been generally deemed an important attribute for effective leader-subordinate interaction but has been largely neglected in leadership research. Rosenbert and Rotter have both tried to measure interpersonal trust with questionnaires designed to mirror attitudes toward human nature and political ideology. From the Rosenberg contention, it seems that leaders who are high in interpersonal trust should be perceived by subordinates as exhibiting actions that reflect their basic trust in human nature. It would be anticipated that leaders who are high in interpersonal trust would be rated high on the Ohio State Leader Behavior Description Questionnaire (LBDQ) scales of consideration and tolerance of freedom. Further, it would be assumed that subordinates responsible to leaders exhibiting high interpersonal trust would be more satisfied than those responsible to leaders who were low in interpersonal trust.A study of 149 freshman cadets and 41 cadet leaders in the military corps of cadets at 2 southern universities indicates that, in particular setting, leader interpersonal trust is one variable that may influence the manner in which subordinates perceive leader actions. Leader interpersonal trust was shown to be related to the LBDQ scales. In addition, the assertion that leader interpersonal trust would be significantly related to subordinate satisfaction with leadership was supported.