Academic journal article Manager

A Question of Trust

Academic journal article Manager

A Question of Trust

Article excerpt

One clear effect of the financial crisis, the subsequent recession and the current age of austerity has been to refocus attention on the importance of effective leadership in an organisation.

Indeed, some leaders have themselves been critical of their performance in this regard. The `Global Leadership Forecast' carted out by the Chartered Institute of Personnel and Development (CIPD) and talent management consultancy DDI last August found only just over a third (36 per cent) of 367 UK leaders who were asked could actually describe the quality of leadership at their organisations as "high".

Moreover, a further survey later identified that weakness in this area posed a serious business risk that many leaders may not appreciate. It showed that almost half (47 per cent) of the employees who "strongly distrust" their leaders were now looking for a new job, compared with just eight per cent of people who strongly trust them. The survey also showed that just a third (34 per cent) of employees agreed they trusted their senior management teams in general.

This is in spite of the fact that the Forecast found the key leadership skills in demand over the next three years are ones that will fundamentally require a finn bedrock of trust to be in place - not just executing organisational strategy (cited by 32 per cent of leaders), but also making difficult decisions (32 per cent) and managing change (69 per cent).

Meanwhile, DDI's Global Leadership Forecast for 2011 finds leadership quality has the potential to "make or break an organisation", with research showing that organisations with the most able leaders are 13 times more likely to outperform competitors in "key bottom-line metrics" such as financial performance, product quality, and indeed employee engagement.

One of three key drivers of the leadership likely to lead to such results is the "management culture", it explains. …

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