9. At the organisational and intra-organizational levels, the competence dimension of trust is based on the exchange relations. For example, a trading firm supplies a manufacturerâs product to its customers in time, then the manufacturer will gain trust on the trading firm, and will always opt for the same firm to transport its products in future.
10. The Openness Dimension Of Trust â Another key aspect of working relationships between a manager and its subordinates is that of trust, where trust is defined in terms of perception of openness and honesty. Leaders who are honest, open-minded and trusted, are able to acquire skills, retain and attract followers, and promote change and innovation.
11. The Concern Dimension Of Trust â This dimension of trust is that one party believes it will not be taken unfair advantage of by another. However, greater trust in another party in terms of concern, may result in cheating by being opportunistic of unfair advantages. Therefore trust in terms of concern should be balanced by self-interest and the welfare of others.
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13. Open-minded - A leader who has conquered his ego problems listens to criticism. He always try to learn from his mistakes. Only with such an attitude the employees working under him will feel free to unleash their imaginations and creative energies, gaining trust upon him.
14. Recognition - The person who heads a company should realize that his people are really not working for him; they are working with him, for themselves. They have their own dreams, and he has to help them to fill their needs as much as they do his. He has to prove them that he is working hard as they are, that he is competent in his own role as a leader.
15. Fairness â A leader should reward and encourage each employeeâs work appropriately. For example, bonuses should be provided for higher performance. Such an attribute, will motivate a follower to trust and depend upon his leader.
16. Honesty â It is very important for a leader to be true and honest (Reina, Dennis S., 2006 â âTrust & Betrayal in Workplaceâ).
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18. Trust may be a critical factor enhancing decentralized decision making for several reasons. Delegating involves increasing dependence on others and entailing greater risks. Accepting greater dependence or risk is at the core of trusting behaviour, and trust as a belief facilitates trusting behaviour.
19. Undistorted Communication â Higher-quality communication is also expected to have a positive effect on the degree to which sufficient resources are developed to deal with the crisis in a timely fashion. Effective crisis management depends on open communication channels among hierarchical levels. Members of an organisation will be able to allocate scarce resources more efficiently, through honest and complete information about where those resources exist and how they can be employed for the optimal benefit of the entire organisation.
20. âTrust includes beliefs regarding the openness of anotherâs communicationâ (mentioned above in this report, under Trust at Work). Therefore it is expected, trust to increase the communication of undistorted and truthful information.
21. Communication is more likely to be distorted, misleading, or deceptive when there is existence of suspicion rather than trust.
22. Collaboration â It is the behaviour that attempts to satisfy completely the needs of parties that are in conflict with one another. Managers responding to crisis often attempt to minimize the competing resource claims of affected employees, customers, or other stakeholders. Both cross-functional and inter-organizational collaboration are expected to enhance the speed and degree to which adequate resources are developed during a crisis.
27. Faith in the fairness of life: This faith in fairness is similar to the ``boomerang belief,'' that what you throw out to others will come back to you eventually in life. So if people are fair, honest, or nurturing they will eventually receive similar behaviour aimed back at them. Having faith in fairness is an attitude that helps people be open to others and risk being vulnerable. They believe that the person who treats them negatively will eventually ``get it in the end!'' and be punished in some way later in this life or in the next.
28. Self-disclosure of negative self-scripts: Your disclosing of your inability to feel good about yourself and your perceived lack of healthy self-esteem are essential in reducing miscommunication or misunderstanding between you and the significant others in your life. This self-disclosure reveals to the others your perspective on obstacles you believe you bring to relationships. This sheds the mask of self-defensiveness and allows the other to know you as you know yourself. It is easier to trust that which is real than that which is unreal or hidden.