Building Trust in one’s Leadership (part 3)

For a training program for leaders on building trust to be effective, it must incorporate the core concepts delineating how trust forms in a group. Initially the training program needs to provide theoretical explanations of bases and outcomes of trust. Such would help the leaders to appreciate the role of trust in determining a team’s outcomes. Eventually, such program should incorporate practical sessions where learners role-play in simulations of scenes where trust is necessary. An example of this would be setting a scene where a member of a team betrays the trust of another member for instance by being late for appointments or gossiping about such other member. Once such is set, the betrayer’s role would be to regain the trust of the other member. This could involve the betrayer acknowledging the betrayal, allowing the expression of betrayal by the betrayed party e.g. by creating forums that allow such persons to voice their disappointment, and seeking support that would help move the relationship from judgment to taking responsibility (Reina & Reina, 2007). Subsequently, the members need to reframe the experience and in the process create an environment of reconciliation that allows the one betrayed to forgive and thus start to trust the betrayer once more (Reina & Reina, 2007).

Although the effectiveness of leadership styles may differ across cultures, certain core dimensions of leadership are universal. One such dimension that formed the subject of this paper is trust. By developing trust in their leadership, leaders can motivate followers into actions that enable the achievement of a team’s objective prudently. Members however develop trust in a leader with whom they can identify via such ways as shared values, interests and goals or who has clearly expressed ones expectation of them through such ways as agreements on performance-evaluation procedures. Additionally, individuals can develop trust in a leader who demonstrates ones trust in their competence by seeking their input before making decisions and delegating certain duties without micromanaging such individuals. Through such ways, a leader can initiate trust in the other parties thus ensuring effective communication that allows for higher levels of trust to develop between the team members and the leader.

References

Gillespie, N. A. & Mann, L. (2004). Transformational leadership and shared values: the building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.Doi:10.1108/02683940410551507

Grisham, T. (2006). Cross-Cultural Leadership. Doctoral Thesis. School of Property, Construction and Project Management. Melbourne Australia, RMIT: 320.

Lee, M. R. (2009). E-ethical leadership for virtual project teams. International Journal of Project Management, 27(5), 456-463. doi:10.1016/j.ijproman.2008.05.012

Panteli, N. & Duncan, E. (2004). Trust and temporary virtual teams: alternative explanations and dramaturgical relationships. Information Technology & People, 17(4), 423-441. Doi:10.1108/09593840410570276

Reina, D. S. & Reina, M. L. (2007). Building sustainable trust. OD practitioner, 39(1), 36-41, retrieved from http://www.systemsinsync.com/pdfs/Building%20Sustainable%20Trust.pdf

 

find the cost of your paper