01421nas a2200157   4500008004100000245006600041210006600107260000900173490000900182520090100191653001501092100001401107700001701121700001901138856010601157       2016                        eng d00aHow Managers Foster Trust Through Control and Trustworthiness0 aHow Managers Foster Trust Through Control and Trustworthiness  c20160 v20163 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests.10aManagement1 aLong, Chs1 aCarroll, Tim1 aHoltom, Brooks  u/biblio/how-managers-foster-trust-through-control-and-trustworthiness