Trust in leadership

Trust is one of the organizational resources. In the contemporary world, due to a variety of challenges related to demographic and globalization problems and the revival of modern areas of the economy, human capital and its application on the market are the fundamental growth factor. Trust generates a willingness to cooperate, and it is imperative to build positive relationships with others, which is necessary to cooperate with the environment. The discussed phenomenon is based on social coexistence, reflected on many levels and in various, often overlapping, interactions, and influences. Trust in any organization is a determinant of undertaking supra-individual activities and a pillar for motivating and mobilizing other people. The need for potent leadership is strong trust, openness in communication, and behavior rooted in conduct ethics. The theoretical aspects of trust and the essence of this phenomenon are presented in the article. There are described ways to build trust. Moreover, the issue of trust in organizations was discussed.

Transformational leadership and trust in leadership impacts on employee commitment

Purpose This paper aims to explore the effects of leadership style and trust in leadership on employees’ affective commitment under the epidemic situation. Design/methodology/approach A total of 580 valid questionnaires were collected online targeting the hospitality and tourism employees working from home during the particular period of the COVID-19 Coronavirus crisis. Structural equation modeling was used to analyze the data with AMOS software. Findings The findings indicated that perceived transformational leadership was a positive predictor of trust in leadership and affective commitment. In addition to the positive contribution to commitment, trust in leadership also mediated the relationship between transformational leadership and organizational commitment. Originality/value The current study contributes to the literature on leadership and organizational commitment. The results of this study may provide a valuable guide to organizations, leaders and young employees.

Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety

This manuscript presents a study on how leader motivating language and follower self-leadership act to influence a follower’s feelings of psychological safety. This study found that both constructs significantly influenced psychological safety in samples from India and the USA. Additionally, this study found that this influence occurred through the mediating processes of trust in leadership, leader inclusiveness, and role clarity. These mediators fully explained motivating language’s relationship with psychological safety, but only partially explained self-leadership’s relationship. Differences existed in the model between samples, but self-leadership showed an overall consistency between the samples for most relationships. Follow-up analysis indicated that self-leadership without leader communication support lead to a weak or non-existent relationship between self-leadership and psychological safety, but a positive and relatively strong relationship in the presence of motivating language.

Fear Destroys the Ability to Trust: Impact on Employee Engagement during Structural Change in Telecommunication Sector of Pakistan

Due to economic downturns and structural pressures, the telecommunication sector have frequently had to go through structural change to remain competitive. This could distract telecommunication sector away from focusing on trusting relationships leading towards failure in managing change. Present research fill this gap and aims to examine the effect of trust in leadership on employee’s engagement during structural change. To provide additional insight, the present study used fear of change as a moderator between relationship of trust in leadership and employee engagement. Drawn from cross-sectional research design, a web-based survey was used to collect data from employees of telecommunication sector across all provinces of Pakistan that experienced structural change within their organization. A total of 447 responses were received. The study findings indicate that employee level of trust in leadership in change helped them to foster their engagement in change process. Additionally it was also supported that decrease in employee’s fear of change enhances the effect of trust in leadership on employee’s engagement during change.