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The trustworthy leader: The first step toward creating high‐trust organizations
Author(s) -
Hurley Robert
Publication year - 2012
Publication title -
leader to leader
Language(s) - English
Resource type - Journals
eISSN - 1531-5355
pISSN - 1087-8149
DOI - 10.1002/ltl.20047
Subject(s) - trustworthiness , face (sociological concept) , business , public relations , state (computer science) , organizational culture , knowledge management , psychology , sociology , political science , computer science , social psychology , social science , algorithm
The sorry state of many of today's institutions is not one, Hurley contends, of lack of trust, but of trustworthiness. He defines trust as “confident reliance on a person, group, organization, or system (for example, the financial system) in the face of risk and uncertainty.” He says we must “develop trustworthy leaders, and enable those leaders to embed trustworthiness in the architecture (strategy, structure, culture, systems, and processes) of their organizations.” Trustworthiness must be embedded in a firm's culture, because research shows that many ethical and benevolent people will adapt to a culture of opposite values.