Despite previous calls to examine trust from the perspectives of both the manager and subordinate, most studies have exclusively focused on trust in the manager. The authors propose that trust in the subordinate has unique consequences beyond trust in the manager. Furthermore, they propose joint effects of trust such that subordinate behavior and intentions are most favorable when there is high mutual trust. Findings reveal unique relationships of trust in manager and trust in subordinate on performance, organizational citizenship behavior (OCB), and intentions to quit. Furthermore, the interaction of trust in manager and trust in subordinate predicts individual-directed OCB in the hypothesized direction.

We are indebted to Daniel K. Brass and three anonymous reviewers for their guidance during the editorial process and to a host of colleagues for their feedback, conversations, and encouragement over the course of this project. Send correspondence to Cindy Emrich, Krannert Graduate School of Management, Purdue University, 1310 Krannert Building, West Lafayette, IN 47907-131 0; e-mail: cindy~mgmt.purdue.edu.We analyzed two sets of U.S. presidents' speeches to determine whether their propensities to convey images in words were linked to perceptions of their charisma and greatness. As predicted, presidents who engaged in more image-based rhetoric in their inaugural addresses were rated higher in charisma (Study 1). Presidents who engaged in more image-based rhetoric in speeches that historians considered their most significant ones were rated higher in both charisma and greatness (Study 2). Together, these findings suggest that the successful articulation and enactment of a leader's vision may rest on his or her ability to paint followers a verbal picture of what can be accomplished with their help.sThe ability to articulate a compelling vision of a bright future is the sine qua non of charisma and greatness, two key outcomes for leaders. Charisma has been described as a magical ability (Etzioni, 1961), a certain personality characteristic (Weber, 1947), and a powerful aura (Willner, 1984). Though descriptions of charisma abound, there is consensus that charismatic leaders inspire followers "to perform above and beyond the call of duty" (House, Spangler, and Woycke, 1991: 364) by appealing to their emotions and enduring motives rather than by controlling their access to material rewards and resources. Greatness has been described as successful performance (Murray and Blessing, 1983, 1994) and general prestige or reputation (Maranell, 1970). In practice, it has been operationalized quite simply as "performance in office, omitting everything done before or after" (Bailey, 1966: 24). Much is known about charisma and greatness. Less is known, however, about how leaders articulate a vision that is sufficiently compelling to evoke attributions of charisma and greatness among their followers.House and Shamir (1993) examined eight theories of charismatic, visionary, and transformational leadership with the goal of distilling them into a single, overarching theory of charisma. Eleven behavioral dimensions emerged from this examination, but only one-visionary behavior-was represented in all eight theories. Visionary behavior involves the articulation of "an ideological goal ... that emphasizes fundamental values such as beauty, order, honesty, dignity, and human rights" (House and Shamir, 1993: 97). The skillful use of rhetoric is believed to be critical to the charismatic leader's visionary behavior (

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We describe the results of two studies designed to develop a comprehensive theoretical model and measure of compensation satisfaction. Our typology of compensation satisfaction consists of seven dimensions: four for pay (level, structure, raises, and variable pay procedures satisfaction) and three dimensions for benefits (level, determination, and administration satisfaction). We used new and existing items to develop the Comprehensive Compensation Satisfaction Questionnaire. In Study 1, we report the results of exploratory factor analysis that supports a seven-factor structure. In Study 2, confirmatory factor analysis supported the same seven-factor structure in a different sample. We examined relationships between the compensation satisfaction dimensions and their antecedents and consequences. Seven hypotheses regarding differential antecedents of compensation satisfaction were supported. Satisfaction with aspects of compensation procedures were related to perceived organizational support, and perceived organizational support mediated the relationships between these compensation satisfaction procedures and affective commitment and turnover intentions. Our final analysis yielded a 29-item scale (including eight new items) which we recommend for use in future compensation satisfaction research.