How do organizations and their leaders earn and maintain trust — and then repair it after a violation? Why do trust failures continue to occur with such frequency? How can they be reliably prevented?
Those are the questions that drove 12 years of research by authors Robert F. Hurley (Fordham University), Nicole Gillespie (University of Queensland, Australia), Donald L. Ferrin (Singapore Management University) and Graham Dietz (Durham University, United Kingdom). A lot of the literature about trust supports commonsense notions about how individual leaders can earn the trust of followers. But building and sustaining organizational trust turns out to be different from building and sustaining interpersonal trust, and not nearly as intuitive.