Have you seen the following papers?

Costa, A. C. (2003). Work team trust and effectiveness. Personnel Review, 32(5), 605-622.

Costa, A. C., Roe, R. A., & Taillieu, T. (2001). Trust within teams: The relation with performance effectiveness. European journal of work and organizational psychology, 10(3), 225-244.

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of management review, 20(3), 709-734.

Dirks, K. T. (1999). The effects of interpersonal trust on work group performance. Journal of applied psychology, 84(3), 445.

Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking and job performance. Journal of applied psychology, 92(4), 909.

Costa, A. C. (2003). Understanding the nature and the antecedents of trust within work teams. The trust process in organizations: Empirical studies of the determinants and the process of trust development, 105-123.

Wilson, J. M., Straus, S. G., & McEvily, B. (2006). All in due time: The development of trust in computer-mediated and face-to-face teams. Organizational behavior and human decision processes, 99(1), 16-33.

Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of organizational behavior, 19(3), 235-258.

Ariel,

Thank you so much..I am in the preliminary stages of my new research interest and have not read a lot on trust. I wanted advice and guidance to help me assimilate the right information.

Thanks again.

I think these papers will definitely give you some direction. You'll see some common citations used among the papers, so you should also go to those sources as well.

High-performance organizations earn, develop, and retain trust for superior results,. An article on Building Trust in the Workplace, available at http://www.adb.org/publications/building-trust-workplace, discusses five areas across which managers should work to establish, grow, extend, and restore trust.

I agree with Immo - people aren't going to trust if there's potential blame and punishment down the road.  Culture plays a huge role in trust - if the culture actively supports innovation, for example, people will be more far more trusting that mistakes will be seen as part of the process, not a hanging offence.

one thing to consider as a measure of trust (but as a verifiable measure rather than quantitative) is knowledge sharing versus knowledge hoarding.  High levels of trust generate knowledge sharing.  Low levels generate knowledge hoarding.  Generalisation, 

Gosh, my answers keep getting truncated - if anyone knows why, please tell me :(

i added a comment about checking into authentic leadership. There's some good empirical evidence building up on its impact on things like trust.  Check work by Avolio, Gardner, Walumbwa, and co.  Sorry - am away from home and don't have refs with me.

Again this is a practitioner response ... we use social network analysis techniques and regularly ask people to identify those who they rely on most to get their work done. We also have a further qualifying question on whether that dependence is governance related; knowledge related or information related. We then look for reciprocated relationships. So if I depend heavily on you and you depend heavily on me there is a mutual dependence (especially with the knowledge relationship) and highly likely a trusted one. 

No doubt there will be academics who can blow holes in this argument, but from the practitioner point of view it seems to delineate pretty well.

The highest level of trust is shown when team members can ACT or SUBSTITUTE for one another

In broad terms, delegation is the grant of authority by one party to another for an agreed purpose. Along a continuum of delegation from "Kindly do exactly as I say" to "Please manage this matter and decide where action must be taken; this is now your area of responsibility", the extent of delegation can serve as a proxy of trust, that might actually be surveyed and measurable, between the members of the team (or within an organization). The article titled Delegating in the Workplace, available at http://www.adb.org/publications/delegating-workplace, elaborates on this.

Dear Sumitra,

Leader has to play a leading role to build trust and confidence among his colleagues and teammates. Coming directly to ur question as to what menifest teh absence or presence of trust. The factors outta my experience are enlisted below:-

1.  Factors defining Presence of Trust.  

If teammates are open to share their ideas, concerns among themselves or with leader.

if they enjoy the working  environments

if they come up with new ideas frequently.

If they feel themselves as valued employees.

If they differ openly on project ideas etc among themselves and with team leader.

If they care for other ideas, concerns and accord priority to their work over personal needs?

If they r ready for spending extra worktime?

2. Factors defining trust deficit.   opposite of above. And with that must infer that leader is neither charismatic nor does he excerzsizes transformtional leadership.

Hope that will do good for u. Else I am open for further informations if desired

Best of luck with ur ongoing work,

Regards

Thank you so much Immo

Oliver, the article is quite interesting and is helping me connect with an idea I had in mind

Nash, these factors are manifestations of trust, is there any way in which I can record or measure these manifestations especially expressions or communication of interpersonal trust? 

Following from the discussion, what is the actual ("contextual') difference in between trust and trustworthiness?

Trust can be measured using the following in a team (because trust impacts these items):  

1) Team Cohesion 

2) Team Climate 

3) Team Performance 

4) Team Conflicts (Three Types: Relationship Conflicts, Task Conflicts, Process Conflicts) 

Among team conflicts, if the number of relationship conflicts are more than task conflicts, it indicates the low level of trust in the team. 

Using social network analysis we can infer many attributes of trust based on reciprocity. If we are surveying we can assess whether individuals nominate each other as people they depend on. If we find a high proportion of such 2 way connections within a team then we can infer high trust within the team.

More recently we have been looking at two way electronic interactions like in social networking and even email. While the inferences may appear weaker there is a lot more data the frequency of two way interactions could be an indicator of trust.

More recently we have been looking at two way electronic interactions like in social networking and even email. While the inferences may appear weaker there is a lot more data the frequency of two way interactions could be an indicator

I propose you to read my article about Compassionateness and Assertiveness.

Seco, Victor and Lopes, Miguel (2014).  Between Compassionateness and Assertiveness: A Trust Matrix for Leaders. Journal of Industrial Engineering and Management JIEM, 2014 – 7(3): 622-644.