Trust within teams: The relation with performance effectiveness

Costa, Ana Cristina; Roe, Robert A.; Taillieu, Tharsi

doi:10.1080/13594320143000654

Cited by 272 publications

(266 citation statements)

References 31 publications

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“…Trust can be defined as a follower's belief in a leader's ability, benevolence and integrity, and a willingness to act on the basis of the words, actions and decisions of a leader (adapted from Mayer et al 1995;McAllister, 1995;see also McEvily et al, 2003). A leader's trust, manifested in disclosing sensitive information to the follower who may then choose to reciprocate by first being trustworthy and secondly trusting the leader (see Mayer et al, 1995, Costa et al, 2001. A leader's own propensity to trust forms the basis for his or her willingness and ability to build trusting relationships.…”

Section: The Role Of Trust In Leader-follower Communicationmentioning

confidence: 99%

Constructing leadership by storytelling – the meaning of trust and narratives

Auvinen

Aaltio

Blomqvist

2013

Leadership &Amp; Organization Development Journal

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Purpose -This paper approaches manager's storytelling as a means for promoting organizational aims and for constructing leadership, and examines the intentions of managers in this process. We focus on the context of storytelling and the content of the stories told by managers in order to identify areas of influence on subordinates. Storytelling in relation to building a narrative identity for the manager is also studied. Design/methodology/approach -This is an exploratory empirical study that draws on 13 thematic interviews with Finnish managers working in different fields. A qualitative thematic analysis is used in order to analyze the data. Findings -As a result of the study we found that managers tell stories in order to evoke leadership characterized by six areas of influence: motivation, inspiration, defusing conflict, influencing superiors, discovering a focus and constructing trust. According to the findings, the managers see stories as an effective means of building trust between leaders and their subordinates. It was also found that managers can use stories self-reflectively and as a means of self-development. Practical implications -Storytelling can empower leadership and support interaction with subordinates. One application of this study is informing elements of leadership development such as business education programmes for managers and future managers. Originality/value -Narrative leadership is a highly valued but still under-researched approach to leadership. This study seeks to fill this gap in the research by providing an empirically based contribution to the field, emphasizing the intentional nature of storytelling.

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Section: The Role Of Trust In Leader-follower Communicationmentioning

confidence: 99%

Constructing leadership by storytelling – the meaning of trust and narratives

Auvinen

Aaltio

Blomqvist

2013

Leadership &Amp; Organization Development Journal

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“…These disagreements or differences can be task related (task conflict) or relationship related (relationship conflict; Jehn, 1994Jehn, , 1995. The emergence of trust leads to better information sharing and higher synergy within teams (Costa, 2003;Costa et al, 2001); therefore, it improves team effectiveness. The impact of conflict on team effectiveness is still a matter of debate.…”

mentioning

confidence: 99%

“…Trust describes the extent to which team members allow themselves to be vulnerable to each other's actions (Costa, Roe, & Taillieu, 2001;Mayer, Davis, & Schoorman, 1995). Conflict refers to disagreements and frictions among the team members generated by perceived incompatibilities or divergence in perceptions, expectations, and opinions (Fink, 1968;Pondy, 1967).…”

mentioning

confidence: 99%

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Curşeu

Schruijer

2010

Group Dynamics: Theory, Research, and Practice

131

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This article explores the interplay between trust and conflict as antecedents of team effectiveness. In the first cross-sectional study, two alternative path models are tested in a sample of 174 teams (897 participants) with the emergent states of task conflict, relationship conflict, and trust acting as mediators between team demographic diversity (gender and nationality) on the one hand and perceived team effectiveness on the other. In one model trust is considered as an antecedent for the two types of conflict, while in the other the two types of conflict precede the emergence of trust. Although the fit indices for the model in which trust is considered the antecedent of conflict were slightly better, both models fitted the data well. The interdependence of trust and conflict was further explored in a second longitudinal study (49 teams), and the results showed that trust emerging in the initial team interaction phases is a good predictor for the emergence of both task and relationship conflict in further stages of team development.

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“…This result reinforces the importance of strengthening the work-related value of Social Relationships, which contributes to the general value of selftranscendence (universalism and benevolence) if these variables improve the organizational atmosphere, stimulate cooperation, promote justice and relationships at work, and increase tolerance and honesty, as suggested by Canova and Porto (2010), Costa, Roe, and Taillieu (2001), Oliveira and Tamayo (2004), Ros et al (1999), Schwartz (2005), and Teixeira and Pereira (2008). These results also suggest that actions to strengthen social relations in the organization studied can sustain compliance with the values stated in institutional documents of Ethics and Transparency, Social Responsibility, and Valorization of People.…”

Section: Discussionmentioning

confidence: 63%

“…This value refers to the search for influence over other people and success at work (Porto & Tamayo, 2003). Success and power were not emphasized by the participants in this sample and this result may be beneficial for the development of trust among colleagues, cooperation at work and teamwork, as Costa et al (2001) suggest. Although there might not be a consensus, studies show that interpersonal conflict and organizational atmosphere created in a highly competitive environment through the search for prestige can cause negative effects on people, such as lack of trust, hostility, intimidation, pressure, lack of support and even creative inhibition (Alencar, 1998;Alencar & Fleith, 2008;Yi et al, 2013;Zhou & George, 2001).…”

Section: )mentioning

confidence: 85%

Work-related values and organizational values from the perspective of university professors: A correlational study

Câmara

Pereira-Guizzo

2015

Estud. psicol. (Campinas)

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The alignment of personal and organizational values can positively influence performance. Considering the motivational aspect of these values, organizations and workers seek to satisfy their goals and needs through work. Thus, the study of personal and organizational values of university professors can contribute to the production of science, technology and innovation through committed professionals with this strategic axis. The aim of the present study was to evaluate work-related values and their relationship with organizational values. Sixty-eight professors from an institution of higher education, which focuses on innovation, participated in the study. The results showed that Realization at Work was the factor with the highest score; Social Relationships showed correlations with the organizational values Autonomy (p = 0.018), Realization (p = 0.001), Mastery (p = 0.048), Prestige (p = 0.001), Conformity (p = 0.016) and Concern with Community (p = 0.014). These results suggest the importance of values for satisfaction at work and organizational strategies. Keywords

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Trust within teams: The relation with performance effectiveness

Cited by 272 publications

References 31 publications

Constructing leadership by storytelling – the meaning of trust and narratives

Constructing leadership by storytelling – the meaning of trust and narratives

Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust.

Work-related values and organizational values from the perspective of university professors: A correlational study

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