- Oxford Library of Psychology
- The Oxford Handbook of Military Psychology
- Oxford Library of Psychology
- About the Editors
- The Handbook of Military Psychology: An Introduction
- Comprehensive Soldier Fitness: Why? And Why Now?
- Combat-Related Stress Reactions Among U.S. Veterans of Wartime Service
- Physical Injuries; Psychological Treatment
- Operational Psychology: Foundation, Applications, and Issues
- Ethics, Human Rights, and Interrogations: The Position of the American Psychological Association
- In Search of Psychological Explanations of Terrorism
- Crime on the Battlefield: Military Fate or Individual Choice?
- What Do Commanders Really Want to Know?: U.S. Army Human Terrain System Lessons Learned from Iraq and Afghanistan
- An International Perspective on Military Psychology
- Military Selection and Classification in the United States
- Assessing Psychological Suitability for High-Risk Military Jobs
- Leadership in Dangerous Contexts: A Team-Focused, Replenishment-of-Resources Approach
- Swift Trust in Ad Hoc Military Organizations: Theoretical and Applied Perspectives
- Leader Development in a Natural Context
- Cognitive and Non-Cognitive Factors in Soldier Performance
- Characteristics of Sense-Making in Combat
- Military Engineering Psychology: Setting the Pace for Exceptional Performance
- Psychology’s Contribution to Military Training
- The Role of Sleep in the Military: Implications for Training and Operational Effectiveness
- Teams in the Military: A Review and Emerging Challenges
- Boredom: Groundhog Day as Metaphor for Iraq
- Minorities in the Military
- Gay Service Personnel in the U.S. Military: History, Progress, and a Way Forward
- Military Families in an Era of Persistent Conflict
- What They Deserve: Quality of Life in the U.S. Military
- Military Psychology: Closing Observations and a Look Forward
Abstract and Keywords
In this chapter, we explore the rapid development of interpersonal trust—known as “swift trust”—within temporary systems and focus on our attention on the military context. We suggest that, within the leader–follower dyad, followers make swift trust decisions based on a series of appraisals regarding both static and dynamic factors about the leader. We suggest that certain leader behaviors and decision making—participative decision making, transformational leadership behaviors, and general positive attitudes—can accelerate followers’ making swift trust decisions about the leader. Implications for research are provided.
Paul B. Lester is Director os Research & Development, Comprehensive Soldier Fitness, U.S. Army.
Gretchen R. Vogelgesang is Consultant, Federal Management Partners Alexandria, Virginia.
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