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Restoring Trust in Organizations and LeadersEnduring Challenges and Emerging Answers$
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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

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 20 October 2021

Understanding Threats to Leader Trustworthiness

Understanding Threats to Leader Trustworthiness

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

(p.217) 10 Understanding Threats to Leader Trustworthiness
Restoring Trust in Organizations and Leaders

Kimberly D. Elsbach

Steven C. Currall

Oxford University Press

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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