Implications and Conclusion

In the case studies presented here, the behaviours of the two leaders clearly demonstrate the difference between trustworthy and untrustworthy leader behaviour and their consequences to employees. In these cases, there are a few important lessons to be learned. Firstly, you can favourably influence the workplace atmosphere by showing trustworthiness through competence, integrity, benevolence, and predictability. In case company B, a trustful climate prevails, along with evidence of enthusiasm, high commitment levels, effective communication, and knowledge sharing. In contrast, case company A reveals a distrustful atmosphere, fear, low commitment levels, and a lack of willingness to collaborate and share knowledge. Secondly, employees become socialized by a leader's good or bad habits and the action style of their trustworthy or untrustworthy leader. As culture develops by unwritten, enacted daily manners strictly influenced by the leader, a lack of respect and appreciation stimulates feelings of distrust.

Leadership by trust matters in innovative and co-creative work environments. The two cases presented here imply that it is the small mundane deeds of the leader that matter for employees in forming opinions of trustworthiness. Leaders should increase their awareness and knowledge about building trust, and they should develop behavioural skills for demonstrating trustworthiness. Trustworthiness cannot be overemphasized as a leadership trait and managerial skill. It should be on the top-three list of leader competences, along with the social skills of collaboration and communication.