dinamica social libro

Notas 445
en R. A. Hinde y J. Groebel (eds.), Cooperation and Prosocial
Behavior (Cambridge, UK: Cambridge University Press, 1991),
p. 194; D. J. McAllister, “Affect-and Cognition-Based Trust as
Foundations for Interpersonal Cooperation in Organizations”,
Academy of Management Journal, febrero de 1995, p. 25; y D. M.
Rousseau, S. B: Sitkin, R. S. Burt y C. Camerer, “Not So Different
After All: A Cross-Discipline View of Trust”, Academy of
Management Review, julio de 1998, pp. 393-404.
45. J. B. Rotter, “Interpersonal Trust, Trustworthiness, and
Gullibility”, American Psychologist, enero de 1980, pp. 1-7.
46. J. D. Lewis y A. Weigert, “Trust as a Social Reality”, Social Forces,
junio de 1985, p. 970.
47. J. K. Rempel, J. G. Holmes, y M. P. Zanna, “Trust in Close
Relationships”, Journal of Personality and Social Psychology, julio de
1985, p. 96.
48. M. Granovetter, “Economic Action and Social Structure: The
Problem of Embeddedness”, American Journal of Sociology,
noviembre de 1985, p. 491.
49. R. C. Mayer, J. H. Davis, y F. D. Schoorman, “An Integrative
Model of Organizational Trust”, Academy of Management Review,
julio de 1995, p. 712.
50. C. Johnson-George y W. Swap, “Measurement of Specific
Interpersonal Trust: Construction and Validation of a Scale to
Assess Trust in a Specific Other”, Journal of Personality and Social
Psychology, septiembre de 1982, p. 1306.
51. P. L. Schindler y C. C. Thomas, “The Structure of Interpersonal
Trust in the Workplace”, Psychological Reports, octubre de 1993,
pp. 563-573.
52. H. H. Tan y C. S. F. Tan, “Toward the Differentiation of Trust in
Supervisor and Trust in Organization”, Genetic, Social, and
General Psychology Monographs, mayo de 2000, pp. 241-260.
53. Citado en D. Jones, “Do You Trust Your CEO?” USA Today, 12 de
febrero de 2003, p. 7B.
54. D. McGregor, The Professional Manager (Nueva York: McGraw-Hill,
1967), p. 164.
55. B. Nanus, The Leader´s Edge: The Seven Keys to Leadership in a
Turbulent World (Chicago: Contemporary Books, 1989), p. 102.
56. Ver, por ejemplo, Dirks y Ferrin, “Trust in Leadership”; D. I.
Jung y B. J. Avolio, “Opening the Black Box: An Experimental
Investigation of the Mediating Effects of Trust and Value
Congruence on Transformational and Transactional Lea -
dership”, Journal of Organizational Behavior, diciembre de 2000,
pp. 949-964; y A. Zacharatos, J. Barling, y R. D. Iverson, “High-
Performance Work System and Occupational Safety”, Journal of
Applied Psychology, enero de 2005, pp. 77-93.
57. D. E. Zand, The Leadership Triad: Knowledge, Trust, and Power
(Nueva York: Oxford University Press, 1997), p. 89.
58. Basado en L. T. Hosmer, “Trust: The Connecting Link Between
Organizational Theory and Philosophical Ethics”, Academy of
Management Review, abril de 1995, p. 393; y R. C. Mayer, J. H.
Davis, y F. D. Schoorman, “An Integrative Model of Or -
ganizational Trust”, Academy of Management Review, julio de 1995,
p. 712.
59. J. M. Kouzes y B. Z. Posner, Credibility: How Leaders Gain and
Lose It, and Why People Demand It (San Francisco: Jossey-Bass,
1993), p. 14.
60. D. Shapiro, B. H. Sheppard, y L. Cheraskin, “Business on a
Handshake”, Negotiation Journal, octubre de 1992, pp. 365-377;
R. J. Lewicki, E. C. Tomlinson y N. Gillespie, “Models of
Interpersonal Trust Development: Theoretical Approaches,
Empirical Evidence, and Future Directions”, Journal of
Management, diciembre de 2006, pp. 991-1022; y J. Child,
“Trust–The Fundamental Bond in Global Collaboration”,
Organizational Dynamics 29, no. 4 (2001), pp. 274-288.
61. Esta sección se basa en Zand, The Leadership Triad, pp. 122-134;
y A. M. Zak, J. A. Gold, R. M. Ryckman, y E. Lenney, “Assess -
ments of Trust in Intimate Relationships and the Self-Per -
ception Process”, Journal of Social Psychology, abril de 1998, pp.
217-228.
62. M. E. Schweitzer, J. C. Hershey y E. T. Bradlow, “Promises and
Lies: Restoring Violated Trust”, Organizational Behavior and
Human Decision Processes 101 (2006), pp. 1-19.
63. Ver, por ejemplo, M. Murray, Beyond the Myths and Magic of
Mentoring: How to Facilitate an Effective Mentoring Process, ed. rev.
(Nueva York: Wiley, 2001); K. E. Kram, “Phases of the Mentor
Relationship”, Academy of Management Journal, diciembre de
1983, pp. 608-625; R. A. Noe, “An Investigation of the
Determinants of Successful Assigned Mentoring Relationships”,
Personnel Psychology, otoño de 1988, pp. 559-580; y L. Eby, M.
Butts y A. Lockwood, “Protégés’ Negative Mentoring Expe -
riences: Construct Development and Nomological Validation”,
Personnel Psychology, verano de 2004, pp. 411-447.
64. J. A. Wilson y N. S. Elman, “Organizational Benefits of Men -
toring”, Academy of Management Executive, noviembre de 1990, p.
90; y J. Reingold, “Want to Grow as a Leader? Get a Mentor?”,
Fast Company, enero de 2001, pp. 58-60.
65. T. D. Allen, E. T. Eby, y E. Lentz, “The Relationship Between
Formal Mentoring Program Characteristics and Perceived
Program Effectiveness”, Personnel Psychology 59 (2006), pp. 125-
153; y T. D. Allen, L. T. Eby, y E. Lentz, “Mentorship Behaviors
and Mentorship Quality Associated with Formal Mentoring
Programs: Closing the Gap Between Research and Practice”,
Journal of Applied Psychology 91, no. 3 (2006), pp. 567-578.
66. Ver, por ejemplo, K. E. Kram y D. T. Hall, “Mentoring in a
Context of Diversity and Turbulence”, en E. E. Kossek y S. A.
Lobel (eds.), Managing Diversity (Cambridge, MA: Blackwell,
1996), pp. 108-136; B. R. Ragins y J. L. Cotton, “Mentor
Functions and Outcomes: A Comparison of Men and Women in
Formal and Informal Mentoring Relationships”, Journal of
Applied Psychology, agosto de 1999, pp. 529-550; y D. B. Turban, T.
W. Dougherty, y F. K. Lee, “Gender, Race, and Perceived
Similarity Effects in Developmental Relationships. The
Moderating Role of Relationship Duration”, Journal of Vocational
Behavior, octubre de 2002, pp. 240-262.
67. Wilson y Elman, “Organizational Benefits of Mentoring”, p. 90.
68. Ver, por ejemplo, K. Houston-Philpot, “Leadership Develop -
ment Partnerships at Dow Corning Corporation”, Journal of
Organizational Excellence, invierno de 2002, pp. 13-27.
69. T. D. Allen, L. T. Eby, M. L. Poteet, Mark L., E. Lentz, y L.
Lizzette, “Career Benefits Associated with Mentoring for
Protégés: A Meta-Analysis”, Journal of Applied Psychology, febrero
de 2004, pp. 127-136; y J. D. Kammeyer-Mueller y T. A. Judge,