Running head: DECONSTRUCTION OF LITERATURE
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First Draft of Deconstruction of Literature
Various sources of literature were reviewed to determine common themes and differences
within several areas of interest. The information I reviewed determined the various definitions,
benefits, and barriers of “trust,” that enhance or hinder communication, performance and
interpersonal challenges with regard to culture, environment and political agendas.
Defining Organizational Trust
My research examines the impact of the components of organizational trust between
leadership and constituents in a government agency, while defining trust in the context of
leadership and organizational excellence. There are varying definitions that constitute what trust
is and how it is formed within an organization between leadership and constituents.
Accordingly, research by Gilbert and Li-Ping Tang (1998) state that organizational trust can be
considered as a feeling of confidence to support an employer to be straightforward and follow
through on their commitments. Research by Frost and Moussavi (1992) operationally defined
trust as the mutual reliance on character, ability, and strength that exist between member and
leader. Research by Blind (2006) notes that trust in regards to interpersonal and organizational
constructs is complex (Duck, 1997; Kramer and Tyler, 1995). Additionally, Bind argues that
trust can also be defined in political terms by citizens appraising the political leader’s promisekeeping abilities, efficiencies, fairness and honesty. I agree with Saban and Luchs (2011) that
suggest trust is the willingness of one party to accept risk to believe the other party will perform
in an agreed-upon manner and not take advantage of the relationship for personal gain. While the
definitions of organizational trust vary, establishing and maintaining organizational trust between
leader and constituents is challenging but there are benefits for developing and sustaining
organizational trust, which are a precursor for organizational excellence.
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Benefits of Organizational Trust
Research by Park (2009) states that in a climate where a high level of organizational trust
exist, there is often a greater sense of employee loyalty to the organization, improved customer
service, excellent quality of work, and increased efficiency and effectiveness. Additionally, Park
notes that in public agencies, trust is consistently being acknowledged as a primary and
important component in sustaining and developing interpersonal relationships and being the
determining factor for organizational success, stability and the well-being of employees (Cook &
Wall, 1980; Shaw, 1997; Tyler & Kramer, 1996). Moreover, research by Gilbert and Li-Ping
Tang (1998) suggest that being able to utilize access to organizational communication channels
has been successful in enhancing organizational trust. Research by Frost and Moussavi (1992)
further suggest that the only bases of power that are influential in a leader-member relationship
are those that foster trust. Moreover, research by Kramer (1999) found that there is substantial
evidence of varied benefits for organizational trust which leads to reduced transaction cost,
increased spontaneity for social collaboration among organizational members and the ability to
facilitate appropriate aspects of deference with organizational leadership. But just as there are
benefits to organizational trust, there are also barriers that prevent constructive organizational
trust.
Barriers That Impact Organizational Trust Between Leadership and Constituents
I found other literature that examines the barriers that impact the components of
organizational trust between leadership and constituents in a government agency, in the context
of leadership and organizational excellence. To start, research by Saban and Luchs (2011) noted
that “While academics agree that trust-building is critical to a firm’s long-term success, the level
of trust in certain industries is far from adequate” (Grenier and Metes, 1995; Kirkman, Benson,
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Gibson, Tesluk, and McPherso, 2002; Owen et al., 2008). Gilbert and Li-Ping Tang (1998)
states, due to several years of rapid economic changes, new technology, customer and investor
demands and an ever increasing product-market competition for organizations in both public and
private sectors, compounded with commitments from Congress to balance the budget by slashing
$1.4 trillion to cut programs that affect virtually every American citizen, human resource are
faced with continuous restraints of reengineering and restructuring and to maintain high quality
output and efficiency. Additionally, Gilbert and Li-Ping Tang state that due to the imminent
danger of organizational downsizing and reengineering in public and private sectors jobs,
American workers are suspicious of their management. Moreover, Gilbert and Li-Ping Tang
state, while forty-three percent of all workers can be classified as cynical, mistrusting
management and coworkers, mistrust of management is turning into an “us-against-them”
syndrome that could possibly affect individual performance. Finally, the ability to develop
employee trust in a turbulent environment will become an increasingly important task for
managers (Gilbert and Li-Ping Tang, 1998). Further research by TallBear (n.d.) indicate that
federal and tribal personnel had difficulty working through the all-too-frequent political,
institutional, and cultural barriers that paralyze communication and collaboration and severely
hinder the building of trust between tribes and federal agencies. Finally, research by
Connaughton (2002) state that a “lack of trust can be a significant barrier to any collaborative
effort” (p. 27). Connaughton further states that although it is possible to resolve disagreements,
it is significantly more difficult to rise above an initial lack of trust among constituents who have
agreed to collaborate. Although there are barriers that will hinder trust between leadership and
constituents in a federal agency, understanding the impact of communication, performance, and
interpersonal challenges will help maintain organizational excellence.
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How Organizational Trust Impacts Communication, Performance, and Interpersonal
Challenges
There are several components that influences trust between senior leadership and
constituents in government agencies. Beginning with communication, research by Doltish,
Cairo, and Rhinesmith (2008) suggest that communication plays a key role to give leaders the
ability to identify with another person’s perspective that significantly different from their own
and is how relationships are built and collaborations are enhanced. Additionally, Doltish et al.,
suggest that it’s difficult for leaders to build trust if they are not empathic to others, citing the
assumption that some leaders think they can talk people into trusting them naturally. Further
research by Bambacas and Patrickson (2008) suggest that effective leader communication
encompasses the ability to actively listen and lead in a collaborative way with clarity, and
utilizing a leadership style that engendered trust among subordinates. Communication is not the
only component that impacts trust between leadership and constituents, performance is another
component that impacts trust.
I found literature that examines the impact of performance between leadership and
constituents that influences trust in a government agency, to establish organizational excellence.
Research by Brewer (2010) has noted that as a root cause of poor performance, federal agencies
have fared more consistently in efficiency and effectiveness than in fairness and equity by
findings in the U.S. Merit Systems Protection Board (2003), which has lead agency employees to
not trust senior leadership. But while organizational trust can have a negative impact on
performance other research has shown that it can also have a positive impact. Research
conducted by Altuntas and Baykal (2010) noted various studies that demonstrated organizational
trust had an positive impact on employee performance (Demircan fr Ceylan, 2003; Halts,
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Gokgoz, & Yasar, 2007; Laschinger, Finegan, & Shamian, 2001; Toprak, 2006; Yilmaz, 2006),
and provided evidence that organizational trust also increased job satisfaction among employees
and toward managers (Laschinger et al., Velez, 2006; Yucel, 2006). Conversely, Altuntas and
Baykal also noted that poor organizational trust lead to employee resignation, increased
workload for other employees, and decreased motivation and job performance (Laschinger et al.,
2001; Velez, 2006). Moreover, research by Li, Yan, and Jin (2007) noted studies by Morgan and
Zeffane (2003) and Connell et al., (2003) on the effect of employee trust towards leadership with
employee job performance and found organizational fairness that are employee-oriented
reflecting the agency’s strategies and regulations has a positive impact on employee job
satisfaction and commitment. Additionally, research by Hacker (2005) states that through trust,
individuals are better able to focus on performance. Research from Hacker acknowledged a study
from Harvard University and the University of Chicago that found a significant link between
trust in the workplace and performance. Moreover, Hacker noted a study from Fortune
magazine’s “100 Best Companies to Work for in America” that verified trust as the main
ingredient for producing a great work environment for staff members to excel. Research by
Wirtz, Kuan, and Mattila (2010) suggest that if employees trusted their leaders and believed that
their leaders supported them, they were more inclined to share and learn from negative feedback
that affect performance evaluation. Research by Lester and Brower (2003) notes a quote from
Booker T. Washington that states, “Few things can help an individual more than to place
responsibility on him, and to let him know that you trust him.” While performance may impact
organizational trust between leadership and constituents negatively and positively, interpersonal
skill may also have a significant impact on trust.
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I found literature that examines the impact of interpersonal skills between leadership and
constituents that influences trust in a government agency, as they try to maintain organizational
excellence. Research by Thomas (2010) indicate that it take time to develop interpersonal trust
between leaders of agencies and departments and suggest that in a single episode, such trust can
be destroyed due to department cover up or another agency publishing unflattering comments
about other department’s problems. Additionally, Thomas notes that to create the right climate
for inter-organizational and interpersonal relationships, leaders must develop their values-based
to lead their agency to organizational excellence. Song and Kim (2009) noted that from a
psychological standpoint, [16] Jones et al. (1997) suggested that trust impacts all human relations
and interactions and is strong proponent for corporate behavior that helps establish collaborativebased forms of organization, and a medium for decreasing interpersonal conflict. Research by
Abrams, Cross, Lesser, and Levin (2003) suggest that an important determinant of interpersonal
trust is based on consistency between word and deed that allow people to have confidence in
what is said rather than trying to determine ulterior motives or hidden agendas. Research by
Bambacas and Patrickson suggest that most studies regard interpersonal skill as key for
leadership ([63] Robbins and Hunsaker, 2003; [15] Chia, 2005) which also promotes openness
and trust. Moreover, Bambacas and Patrickson note that “[64] Schindler and Thomas (1993)
state that three of the key dimensions underlying trust are openness (being truthful), integrity
(honesty), and consistency (reliability in handling situations)”. After examining the impact of
communication, performance and interpersonal challenges to organizational trust between
leadership and constituents, the culture environment for trust must not be taken for granted to
enhance organizational excellence.
The Culture Environment for Organizational Trust
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There have been various studies conducted on the culture environment for organizational
trust between senior leadership and constituents in government agencies. Research by Beslin
and Reddin (2004) suggest that high-performing leaders in well-respected companies create a
culture of trust by sharing information quickly and freely, and by building relationships with
employees and other stakeholders that enable their organization to thrive. Additionally, Beslin
and Reddin suggest that successful leaders are known for their open-book communications to
communicate openly and often, utilizing a clear and committed communications policy, strategy
and process that regularly assess their own communication effectiveness and that of their team
and organization. Additionally, research by Davis (2004) suggests that trust must be built in as
part of the culture within an organization, just as integrity must be inside the individual person.
This could be further internalized as the culture of organizational trust is achieved through the
integrity of its leaders and members. While the studies examining the culture environment for
organizational trust are important, further studies to examine the impact of political agendas
regarding organizational trust between leadership and constituents are equally important for
sustaining organizational excellence.
Political Agendas for Organizational Trust
I found literature that examines the political agendas for organizational trust between
leadership and constituents in a government agency. Research by Blind (2006) regards trust as
the most important ingredients of legitimacy and sustainability in regards to the political agenda.
Blind further suggest that it is important to understand that conditions of trust for political
representatives to maintain communication with their specific constituents should not be taken
for granted, since their positions make them more easily perceived as being corrupt. Research by
Cook and Schilke (2010) suggest that in order for political and economic systems to operate
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smoothly and be successful, trust must be established between leaders and constituents for
collective reasoning. Moreover, research by Chan, Taylor, and Markham (2008) notes that
subordinates that have built social political support with leaders are able to have power to
influence strategic directions for their organizations and also experience a higher level of trust.
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