TRUST IN LEADERSHIP IS A MULTIPLIER EFFECT
Recent research is clear: trust in leadership is one of the strongest drivers of both engagement and performance in organizations. When trust increases, it strengthens:
When trust declines, the same effects occur in the opposite direction, often faster than expected. Trust is not a "soft" factor within organizations. It is a multiplier effect that influences everything leadership does. Without trust, even well-designed strategies have limited impact. With trust, execution capability increases significantly.
Research also highlights an important point: trust is not static. It is either built or eroded over time. This means that the key question is not whether trust is currently high or low. The more important question is: In which direction is trust developing over time? To work systematically with trust, organizations need a simple and effective way to measure it.
A research-based question could be: "How has your trust in the leadership team changed over the past year?"
- Decreased significantly
- Decreased somewhat
- Remained unchanged
- Increased somewhat
- Increased significantly
This type of question is particularly effective because:
- It is neutral and balanced
- It captures direction, which is often the most important aspect of analysis
- It works well in continuous pulse surveys
CONCLUSION:
Research shows that trust does not only influence how people view leadership. It also affects how effectively the organization operates. When trust develops in a positive direction, people become more willing to contribute, take responsibility, and turn decisions into action. For this reason, the development of trust should be a natural part of leadership’s ongoing follow-up and review processes.
For more information, contact:
Marcos Jorge, CEO at IC-Potential AB, +46 708-660 360 marcos.jorge@ic-potential.com
