Leadership behaviors that build or destroy trust: a narrative study

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Crystal A. Baird (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site: http://library.uncg.edu/
David Ayers

Abstract: The focus of this qualitative study was to examine how faculty members at three community colleges in North Carolina made meaning of concept of trust and to explore the leadership behaviors or actions that were perceived to build or destroy feelings of trust. More understanding about the nature of trust within higher education and the roles played by leaders in shaping trust within their organizations is needed, especially now as colleges are experiencing large numbers of retirements in key leadership roles. Trust is the cornerstone of a healthy, positive, productive organizational climate. Without trust between leaders and those whom they lead, organizational progress is slowed, even simple processes can become politicized and approached with caution. Risk-taking, the birthplace of innovation, is reduced, and collaboration is rendered difficult. Within a low trust environment, change is often approached with fear, not curiosity or hope. The actions or behaviors of leaders set the tone for trust within an organization. This narrative study explored faculty perceptions of trust and the leadership behaviors that build or destroy trust as expressed through participants' personal experience stories. Elements within and among stories were analyzed for patterns, which were later clustered into the following categories: ethics, valuing others, communication, competence, and consistency.

Additional Information

Language: English
Date: 2010
Faculty, Leadership, Leadership Behaviors, Trust
Community colleges $x Faculty.
Educational leadership $z United States.
Organizational behavior.

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