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Abstract Transformational leaders are thought to play a key role in determining organizational effectiveness. A key component of the transformational leadership process is the degree to which followers trust their leader. Thus, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed and maintained, as well as those factors mediating this relationship (e.g., Gillespie & Mann, 2004; Podsakoff et al., 1990). Though there is research addressing conceptually distinct mechanisms for fostering trust in leaders, as well as the outcomes that result from using those mechanisms, research efforts have been disjointed and have, as yet, produced no comprehensive theoretical model of these phenomena. Therefore, the purpose of this article is to present an integrative model of trust in leadership. Moreover, this study examines the effects of transformational leadership on followers´ attitudinal and behavioral outcomes, investigating the mediating role of two distinct, though related trust dimensions: cognitive and affective trust. Furthermore, managers´ communication quality and openness are also examined as potential moderators of the relationship between transformational leadership and employees´ cognitive and affective trust.

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The author, Irina Schultheiss Radu, born in March 1985, wrote the underlying work about Transformational Leadership during her academic studies at the Amsterdam Business School of Netherlands within the HRM-OB department as part of her research internship project "The effects of Leadership and Human Resource Management" as her Master Thesis.

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