Leaders have the ability to influence their employees’ motivation levels, loyalty, and innovative risk-taking; they can create a pleasant workplace for workers that may help to reduce employee turnover. Such benefits positively affect an organization’s profitability, for successful leaders empower employees to achieve organizational goals and, thus, may minimize costs associated with turnover. Positive-thinking leaders also contribute to a harmonious organizational culture. A strong tool for a leader to be an influencer is to have a trustful relationship with employees. Various empirical studies have demonstrated that the presence of trust in leadership is necessary to obtain these benefits. However, there is a gap in the literature concerning the process needed to build a trustful relationship between leader and member. Leader-member exchange is the theoretical orientation used for this dissertation study. The participants were eight professionals who provided their organic experiences to answer the question, “How do employees describe the process of building trust with their leaders?” Participants were recruited using LinkedIn as the platform since purposeful sampling was the methods used. A grounded theory research design was employed, and a coding process was implemented that consisted of open coding, axial coding, and selective coding. Constant comparison of the data allowed for a new theory to emerge—the process of trusting leader (PTL)—made up of four concepts: (a) occupational preparation, (b) talent development, (c) positive interactions, and (d) leadership-identity. Opportunities for future research that were identified included sampling participants who were virtual or long-distance leaders to understand commonalities or differences in the PTL process.
|Commitee:||Riviera, Dian, Santonastasi, Antonio|
|Department:||Harold Abel School of Psychology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 81/2(E), Dissertation Abstracts International|
|Subjects:||Organizational behavior, Management, Social psychology|
|Keywords:||Leadership, LMX, Mentor, Organization, Tacit knowledge, Trust|
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