Abstract
Trust is a vital element of effective leadership, especially in high-stress work environments. While a single positive occurrence may create short-term trust, sustainable trust can only be established when an individual meets the criteria and indications of a trustworthy person. Trustful leadership is generally assumed to be positively related to employee performance in a stressed work environment.
However, ambiguity surrounding empirical evidence on trust or trustworthiness, coupled with the existence of theoretical predictions and differences, underscores the complexity of these constructs. This research introduces a comprehensive exploration of the interplay between trustful leadership and employee performance, emphasizing the pivotal role of specific leadership strategies in high-stress contexts. By bridging the gap between theoretical predictions and empirical evidence, this study offers a novel perspective, enriching the discourse on trustful leadership and its tangible impacts in organizational settings.
Using Interpretative Phenomenological Analysis (IPA), this paper investigates the relationship between trustful leadership and performance, examining the moderating effect of five strategies and behaviours — recognition, empowerment, reinforcement, communication, and mindful leadership behaviour.
The study found that among these strategies, mindful leadership behaviour and empowerment had the most significant impact in enhancing the positive relationship between trustful leadership and employee performance in high-stress environments.