The Do I Trust Others?

Philips brings to light that once you lose the confidence of others you can never regain their trust. Bruce Avolio (2005) in his book Leadership Development in the Balance backs this principal by the statement, “There is no doubt that the bar has shifted upward in terms of what is required of leaders to build trust, as well as the impact their mistake has on our trust in them” (pg. 124). Both writers are calling our attention to the fact that we need leaders of integrity in their public leadership as well as their private lives. This life of integrity inspires trust, honesty, and loyalty in those that follow this type of leader.

In this book, trust is defined as “one’s willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.” (page xiii) The author recognizes that trust is complex and dynamic. She views trust as the “lubricant” that greases the machinery of the organization. Trust is particularly important where parties are interdependent, or the “interests of one party cannot be achieve without reliance upon another.” In schools “teachers and principals are

After working in this position for a while working in groups and introducing new group members is a key ingredient in building teams and relationships. In groups and teams, relationships are the feelings, roles, norms, statuses, and trust that both affect. They reflect the quality of communication between a person and others. The variables that have an important effect on relationships are made with others in small groups. These are the roles a person assumes, the norms or standards, the group develops, the status differences that affect the group's productivity, the power some members have, the trust that improves

1. Bauman, David C., Leadership and the three faces of integrity, The Leadership Quarterly, Volume 24, Issue 3, June 2013, Pages 414-426, ISSN 1048-9843, http://dx.doi.org/10.1016/j.leaqua.2013.01.005.

Furthermore, I learned that trust has three dimensions.The first being overall trust (e.g., fair play, the truth, and empathy). The second is emotional trust (e.g., faith which someone will not miss-represent you to others or betray confidence). Henceforth, reliableness being the final one (the leader believes members will promises, and appointments will be kept and commitments met). In short, we tend to give what we get; trust begets trust; distrust begets distrust. To build confidence in a group it must be earned; it cannot be demanded. Therefore, the following elements must be present in-group work. Trusting, communication, support, respect, fairness, predictability, and competence, which will show my credibility to demonstrating good therapeutic skills and the ability to perform them.

Like with any company, many businesses prefer to do business with people that they respect and trust. Many companies do not start doing any business with people until they can truly trust the person they will be working with, a major reason why there are never any deals done in the first meeting and it is used as a time to establish the respect and trust for each other. Trust and respect are very important in times of crisis. People want to know that they can trust the company and in 2008 during the financial crisis, many companies said that their main objective was, “aimed at sustaining a sense of trust and identification toward the organization” (Mazzei and Ravazzani 327). This study concluded that 36% of companies had this same objective, so it is clear that establishing trust in the organization is extremely important in the formal

One of my personal commitments is to be surrounded with only good, passionate, and positive people who make me feel happy. The main business of business is to connect with – and add value to – people. That’s such an extremely important point to remember as you build out your career – and craft a richly rewarding life. It is important to lead a happy and meaningful life. Business really is all about people. An enterprise is nothing more than a human venture that brings people together around some marvelous dream that inspires them to express the fullest of their talents and contribute rich value to those they serve. With all the technology, disruption, competition, and transition in the business world today, a lot of us have forgotten that the whole game is about relationships – and human connections. With the pace people work at, it’s easy to sacrifice relationships in pursuit of results. But the irony is that the stronger the bonds between you and your teammates – as well as with the

Ethical leadership practices shape and support trust, and trust is decided to a great extent by the conduct of the

Mending the communication systems in the individual and team levels is crucial to averting escalation of conflicts (McLaughlin, Pearce, & Trenoweth, 2013). Furthermore, an active, two-way communication rhythm is essential to building trust-worthy relationships, avoiding and resolving conflicts, and cultivating a sense of teamwork. In the case, when both teams decided that they are willing to actively listen and take note of each other’s apprehensions, the floodgates to therapeutic communication were opened, which facilitated for a respectful and productive exchange of ideas. According to Yoder-Wise (2011), “trust is the basis by which leaders/managers facilitate the activities and the progress of the team” (p. 357). Effective communication and mutual trust also generate a better working environment, which successively result in staff retention and satisfaction. Therefore, if there is a clear and substantial communication among team members, then building and maintaining trust will more feasible, which will consequently lead to the realization of the team’s mission and

As stated by Kouzes and Posner (2012), "If you’re a manager in an organization, to your direct reports you are the most important leader in your organization. You are more likely than any other leader to influence their desire to stay or leave, the trajectory of their careers, their ethical behavior, their ability to perform at their best, their drive to wow customers, their satisfaction with their jobs, and their motivation to share the organization’s vision and values" (p. 332). Therefore, the first one to trust will be the leader. Leaders should ensure their member know their leader believe in them. Leaders believe in their

in leading organizations (Greiner, et. al, 2003, 404). The authors contend that there has been a

In the four areas of personal and professional accountability, career planning, personal journey disciplines, and reflective practice reference behaviors/tenets, my strengths and weaknesses align to the progression from transactional to transformational leadership. As transformational leadership concentrates on creating a culture of trust and transparency (Fitzgerald, Schutte, 2010) my strength in personal and professional accountability is to strive to be trust-worthy. One of my strengths in this area is the willingness to keep other informed as to my progress over time on projects and if I am going to be on time for an appointment or not. My strength in the personal and professional accountability area has to do with my

Given the increase in organizational downsizings, layoffs, asset write-offs and executive bailouts, how important is the trust factor in defining a good leader? Without an established trust relationship a leader is unable to be effective. The problem to be investigated is the value of trustworthiness and ethical stewardship in the construct of the organizational leadership model. This paper shall explore the co-functions of trust and ethical stewardship and its impact on leadership effectiveness.

Thirdly, our communication skills were better enhanced and we were able to build up on our synergy levels. In such an environment where communication is open and free-flowing, people were able to bring in new ideas, concepts and attitudes which benefitted the entire group. The problem with ineffective communication, especially where diverse groups are involved is that issues such as stereotyping are bound to crop up. This, in turn, caused team members to become increasingly self-conscious and often kept to themselves for fear of being judged. Much to it, the aspect of self-disclosure becomes almost elusive because no one is willing to step out of their comfort zone and steer a relevant discussion to the project at hand. In a scenario whereby team members are free to talk and express their ideas and feelings without being judged, the fear of revealing one’s true self is diminished tremendously (Peri et al., 2000). This is because such an environment fosters trust, values and ethics. Contrary to this, an environment that is characterized by prejudices and presumptions about others disintegrates this trust and often results to reduced productivity among the members. Cooperation and trust are two aspects that often determine the overall performance of a group. Where there is trust, team players become

When selecting and recruiting team members, project managers naturally look for individuals with the necessary experience and knowledge/technical skills critical for project completion (Larson & Gray, 2011). However, when identifying project resources project managers more often than not find themselves thinking about who they need rather than what they need. Thus, more emphasis is placed on pervious working relationships. Aside from selecting team members who hold the “right” level of skill and expertise needed to support the project requirements, it is just as important to identify team members who are able to work well with others and exhibit consistent levels of cooperation. These social intelligence skills include the