Hurley's Trust Model

Trust defines the ability to create a cohesive team in the first principle of mission command. Lack of trust between commanders, subordinates and peers develops a lack of confidence in everyone’s ability to accomplish

Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

In this book, trust is defined as “one’s willingness to be vulnerable to another based on the confidence that the other is benevolent, honest, open, reliable, and competent.” (page xiii) The author recognizes that trust is complex and dynamic. She views trust as the “lubricant” that greases the machinery of the organization. Trust is particularly important where parties are interdependent, or the “interests of one party cannot be achieve without reliance upon another.” In schools “teachers and principals are

In ADP 6-22 there is a section dedicated to building trust, trust may sound cliché or soft depending on who you are but by developing trust you are in turn developing mutual respect. It says that “it is important for leaders to promote a culture and climate of trust”(ADP 6-22 chapter 6-50)

Trust is the output of your behaviours and actions of you as a leader and it either builds or erodes over time. Ineffective leaders often don’t get this element of their personal accountability. Importantly, if you don’t build trust and mutual professional respect you cannot be an effective horizontal matrix leader. You must also assume good intent of your team and business partners rather than suspicion and derision so when something does happen (and it will) you are showing empathy in your own relationships by seeking to understand instead of becoming emotional and seeking to assign blame. This is something each of us need to make one of our personal management habits.

Furthermore, I learned that trust has three dimensions.The first being overall trust (e.g., fair play, the truth, and empathy). The second is emotional trust (e.g., faith which someone will not miss-represent you to others or betray confidence). Henceforth, reliableness being the final one (the leader believes members will promises, and appointments will be kept and commitments met). In short, we tend to give what we get; trust begets trust; distrust begets distrust. To build confidence in a group it must be earned; it cannot be demanded. Therefore, the following elements must be present in-group work. Trusting, communication, support, respect, fairness, predictability, and competence, which will show my credibility to demonstrating good therapeutic skills and the ability to perform them.

Trust in an Age of Arrogance is an exemplary articulation of the scriptural truth about the edict of the New Testament and how the expressions of Jesus Christ ought to be taken after, rehearse without compromising it. Bishop Allison nailed down all the fundamental actualities In this book, he investigates the genuine outcomes of supplanting Christianity with secularism and the perils of grandiosity with regards to the Christian life and our salvation.

Relationships depend on developing mutual trust; the future depends today’s preparation for a vision and leading by example depends on consistent, desirable behavior.

Anne Seibold Drapeauis Chief People Officer at Digitas and co-author of The Trusted Leader (Drapeauis, S., 2007). She describes five key building blocks to organizational trust; noted as the five “A’s” of trust. Although not written with a police-specific focus, her words ring true for those in public safety concerned with trust and their community. They are:

The Model of Trust Enhancement was established to enhance and maintain the public’s trust in the accounting profession. Over the last two decades, the ethics of the accounting profession has been questioned and public trust destabilized, in particular for auditors, due to the Enron debacle. The fact that an auditing firm would assist their clients with publishing an inadequate set of financial statements shows their willingness to violate laws and regulations (Sims & Brinkmann, 2003). According to the textbook, “Because trust is essential, even the appearance of an accountant’s honesty and integrity is important. The auditor, therefore, must not only be trustworthy, but he or she must also appear trustworthy” (Duska, Duska & Ragatz, 2011, p. 116). The majority of statements filed inadequately have a substantial impact on the credibility of the accounting profession as a whole. Sullivan (n.d.10) states that a CPA must possess a high level of trust, by applying professional judgment and enhancing the three trustworthy characteristics (ability, benevolence, and integrity) when resolving accounting ethics dilemmas (slide 3).

Trust is the firm belief in the reliability, truth, ability, or strength in someone or something, it is one of the most cherished threads that humans have woven in the fabric of morality. Any leader who dares to cut this thread, will no longer be viewed through my eyes as a good leader, trust is the very foundation for respect and admiration of an individual, without this essential foundation, the rest of the building with inevitability fall with time, leaving only the aftermath of disgust and hate for that

Dearborn established that trust is clearly a valuable element for successful collaboration among work groups in businesses such as HCOs (Dearborn, 2014). In order to operate as a successful HCO, it is imperative for businesses to form trusting relationships between HCO members at each echelon. In order to accomplish this objective, Dearborn explained that leaders must initially establish trust at the organizational and individual levels (Dearborn, 2014). Next, it is essential to communicate effectively and with mutual respect (Dearborn, 2014). Lastly, Dearborn emphasized that leaders need to be genuine and honest to form associations which will allows members to feel appreciated, responsible, and accountable (Dearborn, 2014). The following narrative will compare and contrast the impact of trust on two HCO work groups. Each of the examples provided presents opportunities for HCOs to learn valuable lessons and offers guidance for continued growth into successful corporations with high levels of organizational trust.

As stated by Kouzes and Posner (2012), "If you’re a manager in an organization, to your direct reports you are the most important leader in your organization. You are more likely than any other leader to influence their desire to stay or leave, the trajectory of their careers, their ethical behavior, their ability to perform at their best, their drive to wow customers, their satisfaction with their jobs, and their motivation to share the organization’s vision and values" (p. 332). Therefore, the first one to trust will be the leader. Leaders should ensure their member know their leader believe in them. Leaders believe in their

Maritz Research recently conducted a study in which they found that trust in leaders is troublingly low. By this they mean that only seven percent of employees believe that ‘‘senior management’s actions are completely consistent with their words’’ and only 25% agreeing ‘‘that they trust management to make the right decisions in times of uncertainty’’ (Maritz Research 2010, p. 1). In today’s real-world workplace, business professionals are struggling with a more challenging, complex, and competitive environment than any other time in history (Cameron 2003). Coming in right alongside with these problems is diminishing trust in leaders among employees (Heavey et al. 2011). In turn this brings up the argument that it is time for an updated leadership model in this modern social age, because when individually used these old models no longer seem to be effective in rallying employees together.

In order for interpersonal trustworthiness to exist in organizations, a leader-follower relationship must first exist between the parties involved (Caldwell et al., 2010, p. 500). Once that leader-follower relationship is established, leaders have to earn trust. Leaders earn trust by their respective actions, morals and virtues. Trust is can also be based on past history. If something was done in the past which questions a leader’s values, morals or judgment, it would be unlikely that the leader would be trusted in the future. One of the most important parts of being an effective leader is building and maintaining trust. Trust can further be defined as a “multi-dimensional construct comprising different dimensions of the trustee’s attributes that the trustor evaluates” (Ingenhoff and Sommer, 2010, p. 341).