The relationship between trust and organizational culture change
Date
2010
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Abstract
This qualitative, instrumental case study explores the work of four senior leaders and 29 of their subordinates in a large Canadian bank during the implementation of significant organizational/cultural change. Cultural reengineering, downsizing, and mergers have become commonplace in many of today's organizations. These changes have created upheaval and uncertainty within organizations and among their employees (Schein, 2004). At the heart of these upheavals is the issue of trust - can we trust the organization, its leaders, and each other to do what is 'right'? This research is intended to provide a mechanism to explore certain aspects of trust formation and sustainment, as well as an understanding of the changing role of leader and employee as they undertake to change an organizational culture. Trust is a critical component of a healthy organization (Greenleaf, 1998; Wheatley & Kellner-Rogers, 1999) and is the glue that binds organizational members together and allows people to interact most effectively with each other (Boverie & Kroth, 2001; Johnson, 2007). The findings support the importance of trust for successful culture change initiatives. Trust is built through relationships; the success of a trusting relationship is dependent upon both the leader and the employee. The research supported the findings of Mayer, Davis and Schoorman (1995) and Whitener, Brodt, Korsgaard, and Werner (1998), in particular, the importance of leadership role-modeling, integrity, benevolence, fairness, and inclusiveness in developing a trusting relationship. Findings differed from theory in a few key areas: (a) the ability attribute as a factor of perceived trustworthiness, (b) the importance of one's propensity to trust, (c) the factors that contribute to one's propensity, (d) the subjective nature of trust, and (e) the need to have a confidant to whom one can turn during periods of change. The findings supported the critical importance of, and interconnectivity between, relationship building and trust (Caldwell & Hayes, 2007; Dirks & Skarlicki, 2004) as well as Bolman and Deal' s (1997, 2001), Deal and Kennedy's (1999), Schein's (1999a, 1999b, 2004 ), and Wheatley' s ( 1999, 2002, 2005) research on culture and change. In addition, the data revealed a relationship between trust and the servant leadership theory of Robert Greenleaf ( 1998). Additional insights are provided for members of organizations undergoing culture change.
Description
Bibliography: p. 231-243
A few pages are in colour.
A few pages are in colour.
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Citation
Tuason, I. J. (2010). The relationship between trust and organizational culture change (Doctoral thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca. doi:10.11575/PRISM/3669