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Mayer (1995) states that ability is "the supervisor's perceived level of relevant skills, competencies and characteristics". In an organizational setting, this ability is often perceived by others as the person's performance on the job. The person's credentials can also be synonymous with their ability when in a managerial or supervisory role. Many theorists define this ability as a precursor to trust between individuals. Greenberg (1990) takes this a step further and defines ability as an essential element of trust, furthering the competence of the relationships built upon this model of trust. Sonnenberg (1994) explains this by saying that when a relationship is built on this framework of competence, the level of trust will automatically increase with time. In addition, when this perceived ability is tested and the competence is found, it reinforces any existing managerial and supervisory relationships, as subordinates see their superiors as trustworthy. Benevolence is defined by Mayer (1995) as the desire of a person to do good for others, as long as that desire for the other's good is not motivated by egocentric reasons. Konovsky (1994) says that benevolence is the fundamental foundation of a trust relationship. Lagace (1991) argues that subordinates need to assess the motivation of a superior before they will even initiate a trust relationship. Once a favorable assessment is made, and a person's benevolent motives are seen to not be self-serving, trust can be created and enhanced. This in turn reinforces the benevolent actions, and will eliminate any pre-existing egotistic motives. Mayer (1995) explains integrity as the extent to which the subject's actions reflect a specific moral code. This is especially true if that moral code is analogous or at least acceptable to the moral code of the observer. According to Butler (1991), trust is obtained

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