Vulnerability and Trust in Leader-Follower Relationships

Ann-Marie Nienaber, M. Hofeditz, P.D. Romeike

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    39 Citations (Scopus)
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    We introduce a theoretical framework which allows structuring the rather fuzzy discussed concept of vulnerability. We distinguish between trusting beliefs and actual trusting behaviour in order to separate the constructs of willingness-to-be-vulnerable and actual vulnerability. With the help of the framework developed, we point to the need for more work on vulnerability in order to take the study of trust to the next level. In this respect, we formulate several propositions that should be tested by future research
    Original languageEnglish
    Pages (from-to)567-591
    JournalPersonnel Review
    Issue number4
    Publication statusPublished - 2015

    Bibliographical note

    This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (please insert the web address here). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.


    • Trust
    • LMX
    • Qualitative
    • Vulnerability
    • Review
    • Relationship
    • Leader-follower


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