Handbook of Principles of Organizational Behavior - Soltanieh ...

FOSTER TRUST THROUGH ABILITY, BENEVOLENCE, AND INTEGRITY
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Followers who trust their leaders are willing to engage in those extra actions because they
trust that their leader will eventually reciprocate (Blau, 1964 ). Put differently, they trust
that their leaders will, over the long term, engage in a fair exchange relationship (see
Chapter 14 of this volume for more on this issue). The end result of that trust is a work
relationship built on evolving role definitions and requirements rather than bureaucratically
defi ned lists of job duties.
Creativity and innovation
Employees face other risks in their working lives, apart from the extra - mile sorts of behaviors
alluded to above. Among those risks is the decision to do their work in a creative and innovative
fashion. Being innovative and creative usually entails a greater danger of making
mistakes than following tradition. After all, novel ideas and solutions are not always
functional, and are not always accepted by an employee ’s peers. Despite those dangers,
followers may accept the risks involved in creativity and innovation if they trust in the
leader ’s ability, benevolence, and integrity. When followers view a leader as trustworthy,
they know he or she will not take advantage of honest mistakes in a manner that will
harm the employee.
Job performance
Trust enhances employee job performance for a number of reasons. Many employees
cannot perform their jobs at a truly effective level without the extra - role and risk - taking
behaviors that can be fostered by trust. However, trust also impacts an employee ’s ability
to focus on the task at hand (Mayer and Gavin, 2005 ). If employees are spending too
much time “ covering their backsides, ” worrying about politics, and drawing up contingency
plans, they will not be able to focus enough attention on their job duties. Even if
they can somehow remain focused on their jobs, the additional monitoring and backing
up chores will heighten their stress level.
Communication
The amount of trust that exists between a leader and a follower affects the communication
between them, including the amount of information exchange and the accuracy
and efficiency of that exchange. Followers who trust their leaders will share facts and
information with them more frequently, and will be less likely to be guarded or secretive
in the information that is conveyed. The effectiveness of a work unit often depends on
followers being willing to share “ bad news ” without fears of “ shooting the messenger ” (i.e.
having the leader react punitively and destructively). Trust can enable candor, lessening
the likelihood that news will be “ spun ” in an inaccurate manner. Indeed, the ability of
trust to encourage undistorted communication and collaboration is especially important
in times of organizational crisis (Zand, 1972 ). Furthermore, distrustful employees may
even withhold good news, thinking in some way it will work to their disadvantage if others
somehow claim credit for it.