Trusting Leadership

This post is based on a summary of The Trusted Leader by Robert Galford and Anne Seiblod Drapeau. The first section focuses on three major concepts concerning trust. “Trust reduces unproductive rumors and second guessing that distracts employees from their work” ("The Trusted Leader," 2010). The following section focuses on the practical application of the three main concepts.

Major Concepts

Modeling Trust

Modeling trust in composed of four characteristics that determine the level of trustworthiness. “Trustworthiness is the sum of credibility, reliability, and intimacy, divided by self-orientation, with each of these factors being assessed on a scale of 1 to 10” (Dawson, 2001, para.6). Credibility is earned by experience and kept by individual honesty. ("The Trusted Leader," 2010). Reliability comes with being consistent and dependable, while intimacy is cultivated by being personal and understanding. ("The Trusted Leader," 2010). Self- orientation can decrease trustworthiness and is primarily based on the amount the individual is focused on themselves ("The Trusted Leader," 2010).

Building Personal Trust

Personal Trust requires the individual to be engaging, listening, framing, envisioning, and committing ("The Trusted Leader," 2010). A key element to build personal trust is listening. “Asking thoughtful questions, getting clarification when necessary, and giving one's complete attention to the conversation all send the message that one cares about the other person” ("The Trusted Leader," 2010). “Poor listening is responsible for missed business opportunities, strained relationships and conflicts, mistakes and lost business, angry customers, unproductive meetings, poor business decisions, and low employee motivation and morale” (Carstens, 1999, para 3).

Building Organizational Trust

“Organizational trust is based on belief in the way things are done in the organization” ("The Trusted Leader," 2010). Organizational trust contains five variables that are dependent on the level of resistance; aspirations, abilities, actions, alignment, and articulation. ("The Trusted Leader," 2010). Resistance can lead to skeptical employees who become frustrated with management that does not address the vital issues. ("The Trusted Leader," 2010).

Concept Application

Faith and Learning Integration

Scripture speaks of God’s desire for believers to develop a trusting relationship with him. “Trust in the LORD with all thine heart; and lean not unto thine own understanding. In all thy ways acknowledge him, and he shall direct thy paths” (Proverbs 3:5-6, King James Version). The level of trust can be personal due to the personal relationship He seeks with believers. An example of that desire is given by the Apostle John, “Behold, I stand at the door, and knock: if any man hear my voice, and open the door, I will come in to him, and will sup with him, and he with me” (Revelation 3:20, King James Version)

Comparison of Leadership and Management Functions

Control over an individual can be used through coercive power by giving threats or imposing fear on a subordinate. (Satterlee, 2009, p.111). A manger relies on control while the leader inspires his subordinate’s by developing trust (Satterlee, 2009, p.110). “Trust is a vital ingredient in organizations since they represent a type of ongoing relationship” ("The Trusted Leader," 2010). Employees desire to work for a managers and organizations that will be fair and look out for their interest ("The Trusted Leader," 2010). Managers must learn to understand leadership to move from the controlling to the building trust paradigm (Satterlee, 2010).

References

Carstens, R. (1999). Is anybody listening? Hospital Materiel Management Quarterly, 20(4), 81-83. Retrieved from http://search.proquest.com/docview/234297622?accountid=12085

Dawson, R. (2001). The trusted advisor. Consulting to Management, 12(3), 57-58. Retrieved from http://search.proquest.com/docview/215896571?accountid=12085

Satterlee, Anita. (2009). Organizational Management and Leadership: A Christian Perspective. Roanoke, VA: Synergistics, Inc.

The Trusted Leader. (2010). Retrieved from http://www.quickmba.com/mgmt/leadership/trusted-leader/