Will you trust your new boss? The role of affective reactions to leadership succession

Affective reactions to the departure of work group leaders are proposed as an important determinant of members' trust-related judgments regarding new leaders. A field test of veterinary hospital employees evaluating new leaders revealed that the affective reaction to the departure of the prior group leader predicted trust when there was no history between the individuals. When there was history between the two individuals, the group member's evaluation of the new leader's ability on their prior job was a significant predictor of trust over and above their affective reaction to the succession. The relationships between affective reactions to succession and trust formation were replicated in a longitudinal simulation of trust formation in student groups. The implications of these findings for the study of trust in organizations and leadership succession processes in work groups are discussed.     

Moving beyond ‘diversity’ to ‘social justice’: the challenge to re‐conceptualize multicultural education

This is a study of teachers’ conceptualizations of multicultural education (MCE) and their implications for practice in both schools and university courses. Through survey and interview data, the results reveal that teachers associated multicultural education with demographic diversity rather than with social justice, strategies for instruction rather than with theory, and that patterns of communication within the school precluded school‐wide implementation of multicultural education. The implications for bridging the gap between university courses grounded in social justice and school practice are explored.