Trustworthy managers get better performance reviews, recent research shows. Andrey Popov/Getty ImagesNational Leadership Day, which takes place every Feb. 20, offers a chance to reflect on what truly defines leadership – not just strategy or decision-making, but the ability to build trust. In an era of rapid change, when teams look to leaders for stability and direction, trust is the invisible currency that fuels organizational success.
As an economist, I know there’s a lot of research proving this point. I’ve conducted some myself, including work on how trust is essential for leaders in cross-cultural business environments. In an expansive study of China’s fast-paced restaurant industry, my colleagues and I found that leaders who cultivate trust can significantly reduce employee churn and improve organizational performance.
While my study focuses on one sector, its lessons extend far beyond that. It offers insights for leaders in any field, from corporate executives to community organizers.
Understanding the impact
In China, as in the U.S., the restaurant industry is known for high turnover rates and cutthroat competition. But our study found that managers who demonstrate trustworthiness can keep employees from fleeing to rivals, creating a more stable and committed workforce.
First, we conducted a field experiment in which we asked managers at around 115 restaurants how much money they were willing to send to employees in an investment game – an indicator of trust. We then found that for every 10% increase in managers’ trust-driven actions, employee turnover fell by 3.7 percentage points. That’s a testament to the power of trust in the workplace.
When managers are trustworthy, workers tend to be more loyal, engaged in their job and productive. Employees who perceive their managers as trustworthy report higher job satisfaction and are more willing to exert extra effort, which directly benefits the organization.
We also found that when employees trust one another, managers get better performance evaluations. That makes sense, since trust fosters improved cooperation and innovation across the board.
Practical steps to foster trust
Fortunately for managers – and workers – there’s a lot of research into how to be a more trustworthy leader. Here are a few insights:
• Empower your team. Let employees take ownership of their responsibilities and make decisions within their roles. This not only boosts their engagement but also aligns their objectives with the broader goals of the organization. Empowerment is a key strategy in building trust.
• Be fair and transparent. Managers should strive to be consistent in their actions, address concerns promptly and distribute rewards equitably. Those practices can create a psychologically safe and supportive work environment.
• Promote collaboration. Encourage an atmosphere in which employees can openly share ideas and support one another. Activities that promote team cohesion and open communication can significantly enhance trust within the team.
• Measure and manage trust. Implementing regular surveys or feedback sessions can help assess and manage trust levels within an organization. Consider integrating trust metrics into performance evaluations to emphasize their importance.
Some takeaways for National Leadership Day
Whether helming a business, a nonprofit or a local community initiative, leaders should recognize that being trustworthy isn’t just a “soft skill.” It’s a measurable force that drives success. By making trust-building a deliberate goal, leaders can create stronger, more resilient teams.
So this National Leadership Day is a good time to reflect: How do you build trust in your leadership? And how can you foster a culture of trustworthiness?
Managers should commit to leading with trust, acting with integrity and fostering workplaces where people feel valued and empowered. The impact will speak for itself.
Yufei Ren does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.