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The Role of Inclusive Leadership in Developing Interpersonal Trust Profiles
Psychology. Journal of the Higher School of Economics. 2026. Vol. 23. No. 1. P. 211–231.
Volkova N., Sugianto N.
Utilizing the transformational approach of trust development and the social information processing theory, this research aims to shed light on the unique employee groups (profiles) identified through their affect- and cognition-based interpersonal trust and the relationships of these profiles with the sense of the inclusive behavior of leaders by contrasting two different countries (i.e., the USA and Russia). Methods. A cross-sectional online survey was conducted on a sample of 500 employees from IT companies. Opt-in study participant recruitment was utilized through snowball/quota sampling techniques. The study employs latent profile analysis and multinomial logistic regression. Three profiles were obtained based on the cognitive and affective foundations of interpersonal trust, differentiated by employee experience of low-medium-high trust relationships. The low-level profile mostly consisted of females, working less than one year remotely and having quite rare face-to-face communication with immediate supervisors. The result showed that the openness and availability of leaders were more powerful behavioral manifestations for subordinates from this interpersonal trust profile, whereas all three inclusive leadership behaviors (openness, accessibility, and availability) influenced employee membership in the high-level profile for those who were in the medium-level sub-group. Depending on the country context, the openness of leaders led to membership in the profile with the highest values of interpersonal trust. Based on these insights, the study makes methodological contributions to the literature of organizational behavior. The findings are useful for understanding the dynamics of social interactions and developing strategies to enhance interpersonal trust between supervisors and subordinates.
Language:
English
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