Towards a two‐factor theory of interpersonal trust: a focus on trust in leadership

Abstract

Purpose The paper attempts to develop an approach to “trust” in leadership based on Herzberg's two‐factor theory. Design/methodology/approach The paper focuses on thoughts and current knowledge on leadership in organizations. Findings Challenging the orthodox view of leadership and charisma, the paper argues that leaders' “traits” (or values) matter significantly and do have a significant effect on “trustworthiness.” Their presence would then lead followers to evaluate “behaviors.” Their absence would trigger initial “mistrust.” This reinforces the significance of expected types of certain behaviors as determinants of trust in leadership. The paper culminates with a general hypothetical model justified through anecdotal considerations. Originality/value The paper lays the foundations for future empirical research aimed at testing the model.

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