 Trust as a Leadership DeterminantDorota Balcerzyk European Research Studies Journal, 2020, vol. XXIII, issue Special 3, 486-497 Abstract: Purpose: The main scientific purpose of the article is to present the results and analysis of research relating to the issue of identifying trust as a determinant in leadership formation. The first section presents an analysis of the foundations of the theory of trust in the context of shaping leadership. The second part describes the research methodology and presents the results of the research representing the issues discussed. Next, the author presents conclusions from the research that emphasize the importance of trust in the development of contemporary leadership facing the challenge of constant change and uncertainty. Design/Methodology/Approach: The aim of the article was achieved by carrying out an argumentative review of the literature, which was the basis for designing methodological assumptions for further research. A diagnostic survey was chosen as the main research method. Such targeted research made it possible to learn about the respondents' position on the subject of the research problem and to compare them with the analysis of desk research. Thus, they made it possible to draw conclusions. Findings: Contemporary changes and uncertainty affecting society and organizations favor relationships based on distrust and upset the sense of security. The research analysis presented in this article will indicate trust as a key factor that underpins the relationship between the leader and his followers. At the same time, it is a basis for further empirical research. Practical Implications: Building the leadership of the future must be based on trust, which is open to new ways of thinking, facilitates the release of the team's energy, shortens decision-making time, thereby allowing for the quick action and thus change. Originality/value: The research perspective allows for a conclusion at the core of leadership is the ability to instill trust and the leader's credibility. Based on the elements identifying trust in leadership proposed in the article, it is proposed to change the perspective recognition of leadership. A leader who can build a high level of trust may count on gaining in his/her employees more energy to act and take up new challenges, which are the strength of the organization and push it forward. A high level of trust makes it easier to manage risk and change, makes structures and procedures no longer a brake on development, and decisions made based on trust bring the expected results faster. Keywords: Trust; leadership; leadership determinants; trust management. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ers:journl:v:xxiii:y:2020:i:special3:p:486-497 Access Statistics for this article More articles in European Research Studies Journal from European Research Studies Journal |
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