Analysis Of The Article Leadership And Trust By M. C. Bligh

Summary

In this study of Research it was found that consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader predicted 67% of employees’ ratings of trust in their leaders. Trust is a key process in ethical, servant, and authentic leadership styles. Research supports the critical role between followers perceptions their manager has integrity and trust in the manager, which in turn influences follower attitudes and performance. Knowledge workers increasingly require an authentic leader whose values are aligned with the company’s mission in order to lead with transparency and trust. Leaders must be able to demonstrate their ability and competence to lead and their integrity and compassion toward those over whom they hold power. Many leadership theories have focused a great deal of attention on integrity as a core foundation of leader-follower trust, arguably downplaying the role of task and relationship-based behaviors in communicating a leader’s competence compassion. Therefore, leaders are cautioned not to forget the core emphasis on competence and expertise.

Purpose of Research

The objective of this research is to find a useful foundation for understanding baseline differences in trust-relevant factors across cultures, as well as for developing culturally contingent models for helping both leaders and followers develop and maintain trusting relationships.

Research Methodology

Research collected and evaluated primary data from different executives. The research gathered responses based on the questionnaire prepared. The study was also based on secondary data which was collected from articles Bernerth, J. B., & Walker, H, Chan, K., Huang, X., & Ng, P. This data was useful for supporting analysis which was done on the basis of primary data. It was also helpful for drawing the conclusion.

Conclusion

Trust plays a critical role in leadership. It may not be an exaggeration to state that trust is at the root of all “great leadership,” in that one means little without the other. In increasingly global organizations focused on knowledge work, creativity, and complex problem solving, leaders who view followers as commodities or mean an end forfeit the strategic advantage that trust-based leadership creates. Leaders who are distant and aloof from employees and avoid connecting with them are becoming much less acceptable and far less normative, further enhancing the importance of trust. Effective leaders not only gain the trust of their followers but also learn to trust their followers in return. Trust is not dependent on the length of a relationship, an added bonus, or even by telling employees that they have done a good job. Rather, trust is developed through a dynamic process through which each party signals to the other party that they are willing to cooperate and take risks. Unethical work environments and highly politicized organizations can make it very difficult to develop trusting relationships between leaders and followers.