DQ4-2

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DQ4-2 responses

Re: Topic 4 DQ 2

Rank your recommendations for building trusting relationships between stakeholders. Explain your ranking.

My rankings are basic, as it relates to the response, I posted to Topic 4 Discussion Question 1. Trust is vitally important, and it all begins with:

Integrity, which sets the personal standard for the value system of the leader.

Character is seen through the behaviors of the leader and reinforces the value of integrity.

Confidence is instilled in stakeholders because they know that their leader is a person of character and integrity.

Credibility is built through the consistency of the leader's character and integrity.

Believers are made through integrity, character, confidence and credibility; however, trust is quickly destroyed if the leader...

Manipulates people through their position by being dishonest or if people feel as if they are being taken advantage of by its leaders.

My rankings are designed to build upon one another because if the foundation is not built on solid rock, as the Bible states, it will not withstand the storms. Each attribute helps to not only build trust but gives a reason to trust in the leader. Essentially, trust creates the ability for stakeholders to believe and accept the information from the leader (Griffith & Larson, 2016).

Griffith A., & Larson, R. (2016). Why trust matters: how confidence in leaders transforms what adolescents gain from youth programs. Journal of Research on Adolescence (Wiley-Blackwell), 26(4), 790–804. https://doi-org.lopes.idm.oclc.org/10.1111/jora.12230

Folkman (2013) gave the following steps to build trust;

Build Positive Relationships

Stop competing

Throw others a bone

Be balanced

Track commitments

Accept blame, share credit

These steps are general but well stated. The building relationships part is really where the trust must begin. In my response to DQ1 I spoke of the following characteristics.

Positive examples:

Trust- I spoke of the need for understanding the motivation of individuals and cooperating organizations.

Culture- This can also be described as environment. The leader must build an environment that encourages trust and cooperation.

Vision- Shared vision and goals. The team must have shared vision and goals to prevent inappropriate competition within the team. The leadership of the team must clearly state the purpose, vision, expectations of the project. This can be developed cooperatively with the team, but it is the leadership’s responsibility to ensure it is done.

Negative examples that I gave:

Lack of integrity- The example of the police union targeting another employee group in order to serve their own interests.

Loss of purpose- Same example of the police unions tactics clearly demonstrated their lack of regard for the public that the police department serves.

Past history- Leaders must have historical context so they can address the issues that have negatively impacted employee motivation in the past.

Fairholm and Fairholm (2000) described negative and positive work relationships and how they can build a culture within an organization. The leader must recognize these influences and develop strategy to acknowledge the past experience and build a future vision. The above list is in order of importance, but the coherent reality is that work on all areas is a continuous, overlapping process. Leaders must continuously communicate strategic objectives, set tactical goals to meet along the way, set accountability requirements and foster culture that will provide a high level of trust and motivation. The above steps identified are either positive examples of components of this, or negative examples that detract from this. They are identified as being important because they are critical to achieving a highly motivated work group.

Fairholm, M. R., & Fairholm, G. (2000). Leadership amid the constraints of trust. Leadership & Organization Development Journal, 21(1), 102-109. Retrieved from https://lopes.idm.oclc.org/login?url=https://search-proquest-com.lopes.idm.oclc.org/docview/226921986?accountid=7374

Folkman, J. (2013) The Six Steps to Trust. Forbes. Published June 18, 2013 retrieved from https://www.forbes.com/sites/joefolkman/2013/06/18/the-six-steps-to-trust/#56875bd2788a

My rankings with trust are extremely important. Having trust with stakeholders provides beneficial information to the success of the leader. The rankings are as followed:

Character – Character is the moving factor that allows the leader to reinforce their values and hold firm on their beliefs.

Integrity – Integrity backs up character and proves the saying of “Actions speak louder than words”.

Credibility – Credibility is extremely important to the leader, without credibility a leader cannot be trusted and falls short on character and integrity.

Confidence – Confidence can be faked, however, confidence also proves knowledge, which can foster a trustworthy relationship.

Believers – Specifically the stakeholders become believers after showing their trust based upon the above actions

Manipulates – Leaders that manipulate the truth do not hold their integrity, nor do they hold the values they stand for in their character. These leaders quickly dissolve trust.

With the rankings, these foundations are set for the leader to build relationships with stakeholders in a positive manner. How the leader portrays their information can either destroy or build relationships (Griffith, A. & Larson, R., 2016). When a leader holds steadfast to their character and credibility, that is the fastest route to maintaining a trustworthy relationship with stakeholders and finding success as a leader.