Building intra-organisational trust with managerial communications

Seppänen, Risto; Kosonen, Miia; Vanhala, Mika; Ellonen, Hanna–Kaisa

doi:10.1504/ijmp.2014.061473

Cited by 2 publications

(11 citation statements)

References 62 publications

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“…According to Edwards and Cable (2009) , regardless of the target of the trust, value congruence with the organization could be essential for employee trust to occur. Consistent with prior studies ( Gilbert & Tang, 1998 ; Seppänen et al, 2014 ), the present study revealed that supervisor use of meaning-making language is necessary for establishing and reinforcing employee trust toward the leader and the organization.…”

Section: Discussionsupporting

confidence: 89%

“…The emotional bond employees form with leaders may be instrumental in engendering employee trust towards the organization, as, often, leaders are messengers for the organization ( De Vries et al, 2010 ). Leadership use of meaning-making language that empathizes value-based communication and connects employees’ personal goals with the higher purpose of the organization is inspiring and motivating, which can also bolster employee trust toward the leader ( Seppänen et al, 2014 ). Furthermore, such language can help build shared identity inside the organization ( Mayfield & Mayfield, 2018 ) which can foster employee trust toward the organization.…”

Section: Literature Reviewmentioning

confidence: 99%

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Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Men

Qin

Jin

2021

International Journal of Business Communication

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This study examines how supervisory leadership communication during the COVID-19 pandemic fostered employee trust through the lens of motivating language theory. Drawing insight from self-determination theory, this study also reveals the mediating effects of employees’ psychological need satisfaction for competence and relatedness in this process, which help explain how supervisory leadership communication influences employee trust. Through an online survey of 393 full-time employees from various organizations in the U.S., results showed that supervisory use of meaning-making (0.15), empathetic (0.60), and direction-giving language (0.27) during the pandemic all showed significant positive effects on employee trust toward leadership and the organization directly, and indirectly through satisfying employees’ psychological need for competence and relatedness. Theoretical and practical implications of the findings are discussed.

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Section: Discussionsupporting

confidence: 89%

Section: Literature Reviewmentioning

confidence: 99%

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Men

Qin

Jin

2021

International Journal of Business Communication

View full text Add to dashboard Cite

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“…Empirical studies on trust and trust reforms further emphasize the significance of regular and supportive communication between managers and subordinates, along with the importance of direct in-person informal interactions (e.g. Bentzen, 2019Bentzen, , 2022Hasche et al, 2021;Savolainen et al, 2014;Sepp€ anen et al, 2014;Torfing and Bentzen, 2020).…”

Section: Gatekeeping Structures and Trust Developmentmentioning

confidence: 99%

“…Bystr€ om and J€ arvelin, 1995;Cohen and Cohen, 2023;French and Williamson, 2016;K€ ans€ akoski, 2017) and have suggested the significance of information flows for trust (e.g. Bachmann et al, 2015;Sepp€ anen et al, 2014). Nevertheless, the role of gatekeeping structures for trust development remains limited.…”

Section: Gatekeeping Structures and Trust Developmentmentioning

confidence: 99%

“…Furthermore, there is a broad consensus that information sharing both initiates and is an outcome of trust (e.g. Ahmad and Huvila, 2019; Bachmann et al ., 2015; Hasche et al ., 2021; Hatala and George Lutta, 2009; Seppänen et al ., 2014) and that information sharing is conducive to trust development (e.g. Breuer et al ., 2020; Droege et al ., 2003; Jarvenpaa et al ., 1998).…”

Section: Introductionmentioning

confidence: 99%

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Gatekeeping structures and trust development in public sector organizations

Norkin,

Byström

2023

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PurposeThis paper aims to examine the interaction between gatekeeping and trust in a public sector organization, where employees at lower hierarchical levels are expected to autonomously translate and transform directives into public services. This requires them to have access to operational steering information, i.e. information about directives and how to interpret and apply them. This study focuses on how gatekeeping structures regulate flows of operational steering information and how the gatekeeping structures affect the development of trust.Design/methodology/approachThe research design is qualitative. The data material consisted of semi-structured interviews with 26 employees in home care and schools and of eight complementary nonparticipant observations. Thematic analysis revealed the presence of static and dynamic gatekeeping structures, which are characterized by fixed and variable arrangements of information sources and channels, respectively.FindingsIn static gatekeeping structures, managers or domain experts typically act as gatekeepers, and employees also perform gatekeeping activities collectively. Gatekeeping structures allow employees to switch between acting as gatekeepers and being gated, depending on the situation. The results show that gatekeeping structures for intermediation of operational steering information may support or impede employees' work, thus affecting their trust in their peers and their work organization.Research limitations/implicationsAlthough the present study included both interviews and observations, these primarily occurred within scheduled and prearranged activities rather than capturing the nuances of the typical daily work of teachers and home care employees. As a result, certain perspectives may have been unintentionally omitted.Practical implicationsThe participants were recruited through the City of Oslo contact people, which may have impacted their status or perception in some way. Moreover, the study was conducted in the City of Oslo, a specific organization with its own unique set of values, norms and processes. The trust-based management in the City of Oslo is likely not representative of all public sector organizations.Originality/valueThis study contributes conceptually by introducing gatekeeping structures and operational steering information and empirically by providing evidence of their relationship to trust development in public service delivery. Thus, it contributes to the research fields of information management and public administration.

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Building intra-organisational trust with managerial communications

Cited by 2 publications

References 62 publications

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory

Gatekeeping structures and trust development in public sector organizations

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