Abstract. Many topics in organizational research involve examining the interpersonal perceptions and behaviors of group members. The resulting data can be analyzed using the Social Relations Model (SRM). This model enables researchers to address several important questions regarding relational phenomena. In the model, variance can be partitioned into group, actor, partner, and relationship; reciprocity can be assessed in terms of individuals and dyads; and, predictors at each of these levels can be analyzed. However, analyzing data using the currently available SRM software can be challenging and can deter organizational researchers from using the model. In this article, we provide a “go-to” introduction to SRM analyses and propose SRM_R (https://davidakenny.shinyapps.io/SRM_R/), an accessible and user-friendly, web-based application for SRM analyses. The basic steps of conducting SRM analyses in the app are illustrated with a sample dataset of 47 teams, 228 members, and 884 dyadic observations, using the participants’ ratings of the advice-seeking behavior of their fellow employees.
Campagna, R. L., Dirks, K. T., Knight, A. P., Crossley, C., & Robinson, S. L. (2020). On the relation between felt trust and actual trust: Examining pathways to and implications of leader trust meta-accuracy. Journal of Applied Psychology, 105, 994-1012.
Abstract. Research has long emphasized that being trusted is a central concern for leaders (Dirks & Ferrin, 2002), but an interesting and important question left unexplored is whether leaders feel trusted by each employee, and whether their felt trust is accurate. Across two field studies, we examined the factors that shape the accuracy of leaders’ felt trust—or, their trust meta-accuracy—and the implications of trust meta- accuracy for the degree of relationship conflict between leaders and their employees. By integrating research on trust and interpersonal perception, we developed and tested hypotheses based on two theoretical mechanisms—an external signaling mechanism and an internal presumed reciprocity mechanism—that theory suggests shape leaders’ trust meta-accuracy. In contrast to the existing literature on felt trust, our results reveal that leader trust meta-accuracy is shaped by an internal mechanism and the presumed reciprocity of trust relationships. We further find that whether trust meta-accuracy is associated with positive relational outcomes for leaders depends upon the level of an employee’s actual trust in the leader. Our research contributes to burgeoning interest in felt trust by elucidating the mechanisms underlying trust meta-accuracy and suggesting practical directions for leaders who seek to accurately understand how much their employees trust them.