Developing high trust work relationships

# 6 Behavioural consequences: increased performance

Trust has been found to be positively associated with increased levels of performance (Dirks and Ferrin, 2002). Research has found that individuals who feel that their leader has demonstrated, or will, demonstrate care and consideration will reciprocate this sentiment in the form of desired behaviours. A high trust social exchange relationship encourages people to spend more time on required tasks and be willing to go above and beyond their job role. High trust relationships have thus been found to result in higher performance and organisational citizenship behaviours (OCBs).

This includes higher performance in teams, resulting in more effective teamwork (Costa, 2003), as noted in the earlier reading for this course.

Empirical research has also found that behavioural innovativeness is positively linked with trust within organisations (Ellonen et al. 2008, p. 176).

Behavioural innovativeness is defined as ‘the overall internal receptivity to new ideas and innovation that is demonstrated through individuals, teams and management, and that enable the formation of an innovative culture’.

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