The crisis of public trust in governance and institutions: Implications for nursing leadership

Relationships among authentic leadership, manager incivility and trust in the manager

“…In fact, there have been few explicit studies conducted to understand trust in nursing leaders and its association with organizational outcomes (Hutchinson, 2018).…”

Reflections on a decade of authentic leadership research in health care

“…A couple of current issues in health care are particularly applicable to the principles of authentic leadership: increased reports of incivility and bullying in health care workplaces and decreased trust in leaders and organisations (Berry, Gillespie, Fisher, Gormley, & Haynes, ; Hutchinson, ). Edmonson, Bolick, and Lee () argued that nurse leaders have “a moral imperative” (p. 13) to not only recognize when bullying exists but also to commit to action in order to prevent and end bullying.…”

“…Workplace relationships require a foundation of trust to make work environments safe, healthy and productive; moreover, high trust cultures have been shown to promote psychological and physical well‐being (Inceoglu, Thomas, Chu, Plans, & Gerbasi, ; Lowe, ). Hutchinson () raised concern about the recent deterioration of public trust in organisations and leaders and whether nurse leaders need to be concerned about their influence on the public's trust in nursing and in ensuring the reliable delivery of health care. Except for a few studies (Coxen, van der Vaart, & Stander, ; Wong & Giallonardo, ), there is still little systematic study of trust in health care settings and examination of how nursing leadership behaviours affect nurses' trust and work outcomes (Hutchinson, ; Wong & Cummings, ).…”

“…Hutchinson () raised concern about the recent deterioration of public trust in organisations and leaders and whether nurse leaders need to be concerned about their influence on the public's trust in nursing and in ensuring the reliable delivery of health care. Except for a few studies (Coxen, van der Vaart, & Stander, ; Wong & Giallonardo, ), there is still little systematic study of trust in health care settings and examination of how nursing leadership behaviours affect nurses' trust and work outcomes (Hutchinson, ; Wong & Cummings, ). Authentic leaders build trust with others through positive role modelling of honesty, integrity and ethical principles in the development of leader‐staff relationships.…”

“…Authentic leaders build trust with others through positive role modelling of honesty, integrity and ethical principles in the development of leader‐staff relationships. Nurse leaders who place the issue of enabling trusting work climates in the foreground in the current era of increasing public distrust of institutions would be acting in concert with key values of authentic leadership (Hutchinson, ).…”