Review the topic materials and complete Exercise 19-5: Building Trust in Chapter 19 of the
textbook. Discuss your strengths in building trust as a collaborative leader. Identify your
most important areas for improvement in building trust. In your own words, discuss how
trust determines relationships within the public health system. Provide an example to
illustrate your ideas. In replies to peers, provide specific ideas or steps that can be taken to
help your peers improve their trust-building skills and explain why the ideas and resources
you have shared could be helpful to them. Include relevant links when possible. Try to
select peers that have not already received replies to their initial posts.
Trust as a Leadership Tool
A collaborative gathering or team of individuals basically cooperate and trusts each
member. Trust is the belief or certainty that one has unwavering capabilities, trustworthiness, and
complete reliance on another person. Additionally it can be termed as a magic button binding a
team, and it is the building block of any successful cooperation. In any uncertain or challenging
situation, most persons tend to retain resourceful information concealing emotions behind
psychological curtains and pull back from cooperation (Pucetaite & Markunaite. 2015).
An effective strategy, I have regularly used to nurture trust is through honesty and
straightforward correspondence. This has been my own understanding: in an environment of
maximized trust, where correspondence is open, objectives are co-made, difficulties are dissected
to learn (not to accuse), and victories are praised, and shared, individuals react by taking
proprietorship, getting much progressively engaged and prospective. The other technique that
has been of help to me in building and keeping up trust is becoming more acquainted with
individuals in my team. When there are offsite retreats or work events, I try to utilize the social
time to create or extend individual connections. Strengthening these connections toward the start
of any new project will likewise expand viability all through the procedure.
Trust as a Leadership Tool 2
Trust is hard to be accomplished and it must be continually re-earned by a leader.
Probably the greatest mistake that I tend to make is thinking that team members or subordinates
can deal with just positive news and ought not to be presented to the business challenges that an
organization experiences. This has an opposite effect whereby employees view themselves as not
competent enough to handle the truth (Pucetaite & Markunaite. 2015). In healthcare there is a
need to persuade patients to share individual data, submit to tests, and bring possibly toxic
synthetic compounds into their bodies (Meyer et al. 2018). With the goal for patients to allow
these techniques and discharge individual data, trust clearly assumes a significant role since trust
in healthcare management and in health providers being able to expand a patient’s eagerness to
seek service, urge patients to submit and stick to treatment regiments, upgrade the nature of
association among patients and doctors, encourage disclosure by patients, empower health
workers to encourage essential behavioral changes, and may give patients more autonomy in
treatment decisions (Meyer et al. 2018).
Trust as a Leadership Tool 3
Meyer, S., Ward, P., Coveney, J., & Rogers, W. (2018). Trust in the health system: an analysis
and extension of the social theories of Giddens and Luhmann. Health Sociology Review,
Pucetaite, R., Novelskaite, A., & Markunaite, L. (2015). The mediating role of leadership
relationship in building organisational trust on ethical culture of an organisation.
Economics & Sociology, 8(3), 11.