This study explores the development of interpersonal trust in hybrid work environments, examining key antecedents and their impact on affective, behavioural, and cognitive outcomes, such as job satisfaction, organisational commitment, burnout, psychological empowerment, innovative behaviour and job performance. Using a three-wave longitudinal design, we assess the roles of managerial support, manager's benevolence, communication, perceived reciprocation of trust, and manager's work ethics in shaping interpersonal trust. We found that managerial support was the only significant antecedent of interpersonal trust. In turn, interpersonal trust positively predicted job satisfaction, organizational commitment, and psychological empowerment, and negatively predicted burnout. The study's three-wave design strengthens causal inferences by accounting for stability in interpersonal trust and consequences over time. Our results emphasize the importance of managerial support in fostering trust, which influences employee well-being and organizational dynamics. Hence, by offering a comprehensive framework, this research contributes to understanding trust in hybrid work, offering valuable insights for managers and organizations looking to enhance interpersonal trust in hybrid arrangements.
