How Trust Affects Interpersonal Relationships

Topics: Leadership, Interpersonal relationship, Management Pages: 2 (536 words) Published: October 7, 2010
How Trust Affects Interpersonal Relationships
In every aspect of life trust is never assumed but earned. Through common experiences, people trust those they recognize to be honest. However, earning trust cannot be solely through the interaction between people, but also through personal feelings. We have a tendency to trust people who we consider trustworthy. This paper will explain why trust is an excellent tool when working with team members, and how to build that trust among team members. The importance of trust can bring out the very best in group members. Without trust it would be impossible for team members to move forward and get assignments done. Trust among Team Members

For a team to achieve high-performance it must create an atmosphere with confidence and trust. To take advantage of each team member’s strengths the group must have a clear understanding of the teams objectives. An effective team has members interdependent from one another, support leaders, and vice versa. Team Members

In a team environment, each member contributes to the success of the group. Working in a group can be rewarding, but at times, however, can be complex, and downright frustrating. Poor communication can often make a person feel left out in the dark. Preparing a long range plan with members of a team ensures trust will exist to accomplish the necessary tasks (Holbrook, 2004). Nowadays, working as part of a virtual team has become the norm. This is why it is important for team members to use a range of technologies to collaborate and communicate. Building Trust

Often group members seldom come through when working in a team. They say they will have assignments done and they do not. They promise to be on time at a certain location and forgot. After awhile, there is no trust. According to Forgie and DeRosa (2010) “building trust and demonstrating accountability is the foundation for success” (p. 76). We should treat commitments to group members seriously...

References: Forgie, J., & DeRosa, D. (2010). Profiles of effectiveness: differentiators of top performing
leaders. Industrial & Commercial Training, 42(2), 76-80.
Holbrook, S. (2004). Corporate Leadership. Harvard International Review, 26(1), 4-5. Retrieved
from Academic Search Complete database
Kovač, J., & Jesenko, M. (2010). The connection between trust and leadership styles in
organizations. Journal for East European Management Studies, 15(1), 9-33. Retrieved
from Business Source Complete database
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