Exchanging ideas to create the well-being advantage

Recently I came across a research report published by the Institute of Leadership and Management (ILM)– the Index of Leadership Trust 2009. This survey of 5,600 workers examined the level of trust people have in their managers and leaders across public and private sector organisations.  The research sought to measure the trustworthiness of leaders on six dimensions: their ability to do the job; demonstrating understanding; fairness; openness; integrity and consistency.

It was found that one in three workers have little or no trust in their senior managers and this was particularly true in the public sector.  In relation to CEOs, the main driver of trust was identified as ‘demonstrating the ability to do the job’ – probably because this inspires confidence in their workforce that they’re competent and capable of leading the organisation, driving it forward in line with their strategy and objectives.  Demonstrating personal integrity was the second strongest driver of employee trust in CEOs.  The importance of having a leader who acts honestly in line with a set of strong moral values was emphasised.  There’s a huge research base here – but it’s well worth reminding our leaders of this fact!

High turnover of leaders is common – at CEO level, but also in relation to line managers.  The effect this can have on trust was shown in the ILM study, but it will also have a broader impact on the well-being, motivation and engagement of the workforce.  We hear a lot these days about line managers coming in for the short term, making their mark by implementing changes and then moving on – not sticking around to follow through or pick up the pieces after things don’t work out.  The effect on the workforce is undeniable – unpredictability and change that is perceived as unnecessary never make for high levels of employee engagement and well-being.  Obviously, not all short-term managers behave in this manner, but it illustrates an important point.  As this report concluded – it’s important for leaders and managers to show that they’re in it for the long haul – that they’re doing things for the good of the organisation – and not just using the role as a stepping stone in their career.

We all want to trust and to feel trusted when we go to work. It’s a rich area for those who manage within organisations, HR professionals and business psychologists alike.  I’ve just touched on some of the findings here – if you found this interesting, do take a look at their research!

http://www.i-l-m.com/research-and-comment/6620.aspx