The Field Guide › Paper
Tested McAllister's affect/cognition trust distinction in a field study of military teams, finding that both types of trust mediate the relationship between leader behaviour and team performance — but through different pathways. Cognition-based trust mediates the link from leader competence signals; affect-based trust mediates from leader benevolence signals. Extends McAllister's framework from dyadic to team-level analysis, and provides empirical grounding for the argument that PS is not simply one thing but a product of multiple trust-building processes operating in parallel.