13 Feb 2) Leader and Organizational Trust increase with Servant Leadership
GIVENT nurtures leaders who serve. Servant Leadership could be your ticket to increasing organizational trust. Servant Leadership is at the core of some of the most successful fortune 500 companies.
Many organizations believe competition and a cut-throat environment is how business rolls. This may give birth to leaders who are cold hearted and do damage to their organizations.
Servant Leadership, on the other hand, is the practice of leadership that places the good of those led over the self-interest of the leader. Servant leadership promotes the valuing and development of people, the building of community, the practice of authenticity, the providing of leadership for the good of those led and the sharing of power and status for the common good of each individual, the total organization and those served by the organization.
Researchers know that a leader’s behavior is more important than that of anyone else in determining the level of trust that exists within a group or organization.
In 2005, researchers set out to study the connection between Servant Leadership, Leader trust, and organizational trust.
This research focuses on 4 hypotheses:
1. There is a positive correlation between employee perceptions of organizational servant leadership and leader trust.
2. Servant-led organizations will have higher levels of leader trust than Non-servant led organizations.
3. There is a positive correlation between employee perceptions of organizational servant leadership and organizational trust.
4. Servant-led organizations will have higher levels of organizational trust that non-servant led organizations.
A cross-sectional survey, consisting of the Organizational Leadership Assessment (OLA) and the Organizational Trust Inventory (OTI), was used to collect data. In addition, six demographic questions were added (regarding age, sex, marital status, tenure, type of organization, and position in the organization) in order to develop a demographic profile of the sample
Comparison of means were used to investigate whether servant-led organizations had a higher level of leader trust than non-servant-led organizations and whether servant-led organizations had a higher level of organizational trust than non-servant-led organizations.
Overall, Perceptions of servant leadership correlated positively with both leader trust and organizational trust. The study also found that organizations perceived as servant-led exhibited higher levels of both leader trust and organizational trust than organizations perceived as non-servant-led.
The major distinctive of this research is the establishment of the strong relationship between servant leadership, leader trust, and organizational trust.
All four hypotheses of this study were supported, suggesting that servant leadership affects organizations by helping to establish the interpersonal and organizational trust that holds servant-led organizations together.
Reference: Errol E. Joseph, Bruce E. Winston, (2005) “A correlation of servant leadership, leader trust, and organizational trust”, Leadership & Organization Development Journal, Vol. 26 Issue: 1, pp.6-22
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