The theoretical framework for a comprehensive trust model is presented using McAllister’s affect- and cognitive-based trust model and Siegrist, Earle, and Gutscher’s trust—confidence—cooperation model as the foundation. The enhanced model includes cognitive and affective domains of personality, culture, motivation, reliability, competence, and intuition (as a latent variable) to measure perception of trust between two individuals. The model applies the intercognition of self-leadership for improving trust and building effective relationships within boards of directors. Furthermore, the authors consider the multiplicity of board of director roles and how such complexity affects formation and maintenance of optimal trust.
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