Maximizing our authority and commanding respect relies heavily on being able to draw from our understanding of the first three universal issues that characterize great leadership that we’ve covered in this book—strong, well-articulated beliefs, high levels of confidence, and high levels of self-awareness. Ultimately, they all lay the groundwork for the fourth characteristic, Trust—the trust we have for others, and the trust others have in us. Communicating a set of clearly-held beliefs helps people trust that they know we stand for and what they can hope to achieve under our leadership. Confidence promotes within us and others a sense of security, which enables trusting relationships to grow and flourish. Self-awareness allows people to trust that we mean what we say and will do, what we promise to do ensuring relationships remain healthy.
KeywordsTeam Member Trust Relationship Positive Intent Direct Report Common Bond
Unable to display preview. Download preview PDF.
- 1.F. Fukuyama, Trust (New York: Free Press, 1995), 480.Google Scholar
- 2.Yankelovich, National Leadership Index 2005: A National Study of Confidence in Leadership (Harvard: Harvard University, 2005), 18.Google Scholar
- 3.W. E. Forum, Trust In Governments, Corporations and Global Institutions Continues to Decline. Volume 5, 2005.Google Scholar
- 4.R. Galford and A. S. Drapeau, “The Enemies of Trust,” Harvard Business Review (2003).Google Scholar
- 5.R. M. Kramer, “Trust and Distrust in Organizations: Emerging Perspectives, Enduring Questions,” Annual Review of Psychology (1999).Google Scholar
- 6.R. Galford and A. Drapeau, “The Enemies of Trust,” Harvard Business Review, February 2003.Google Scholar
- 8.C. Handy, “Trust and the Virtual Organization,” Harvard Business Review (May–June 1995).Google Scholar
- 12.D. Consulting, A DDI Study in Leadership Transitions: Stepping Up, Not Off (2007).Google Scholar
- 13.M. E. Kerr and M. Bowen, Family Evaluation: An Approach Based on Bowen Theory (New York: Norton, 1988).Google Scholar