The Field Guide › Paper
A review of trust in organisational settings arguing that trust has both direct effects on workplace outcomes and moderating effects on how people interpret and respond to others' actions. Distinguishes between trust in leaders and trust in peers, finding that trust in leadership has stronger effects on organisational outcomes while peer trust more strongly affects team-level collaboration. Proposes that trust acts as a lens through which ambiguous information is interpreted, linking directly to voice behaviour and psychological safety.