Trust is a two-way street: Why advisors who trust others are more persuasive

Abstract Trust is essential for effective collaboration. In advice settings, decision-makers’ trust in their advisors determines their willingness to follow advice. We propose that trust in the opposite direction, that is, the trust of the advisor in the decision-maker, can affect the use of advice. Specifically, we suggest that advice-taking is greater after a show of trust by the advisor than after an instance of distrust. We conducted four behavioral experiments using the trust game and judge–advisor system paradigms and one scenario study using a sample of currently employed professionals (N = 1599). We find that initial displays of trust by advisors result in greater acceptance of their advice (Studies 1A-B). This effect persists across different levels of advice quality, resulting in smaller underutilization of high-quality advice but also in overreliance on low-quality advice (Study 2). Decision-makers not only show greater willingness to follow advisors who trust them but also respond similarly to advisors who display trust in other people (Study 3). Finally, we find evidence for both perceived advisor competence and decision-makers’ motivation to reciprocate as mediators of the relation between advisors’ level of trust and decision-makers’ willingness to follow their advice (Study 4). Our findings shed light on the dynamics of trust and persuasion in advice relationships and provide insight for advisors who wish to maintain the effectiveness of their input.