Nurturing Trust

Anna Kayes and D. Christopher Kayes
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Anna Kayes: Stevenson University
D. Christopher Kayes: George Washington University

Chapter 8 in The Learning Advantage, 2011, pp 154-170 from Palgrave Macmillan

Abstract: Abstract Trust can be nurtured at three levels in the organization: intrapersonal, interpersonal, and organizational. The intrapersonal level is about trusting yourself and having confidence in your abilities. The interpersonal level is where trust occurs between a leader and followers and trust is created as a team norm. Organizational trust is about the climate of trust at work—establishing systems and practices that promote trust and identifying systems that prevent trust. Building trust is a basic, but often overlooked, essential of leadership. Studies show that trust is necessary for learning, it improves corporate performance, leads to increased resources, improves satisfactory working relationships, advances reputation and promotes understanding of a leader’s vision. Simply put, trust is necessary for building leadership qualities. One of the most powerful reasons to nurture trust, however, is that it fosters learning. Leaders know that nurturing trust means that followers will not be afraid to speak up, challenge established norms, or surface errors. Without trust, learning fails to exist. When trust is low between leaders and followers, information gets suppressed. People hold back good ideas; insights and experiences are not shared.

Keywords: Team Member; Team Leader; Critical Incident; Building Trust; Interpersonal Trust (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30559-5_9

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DOI: 10.1057/9780230305595_9

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