Zusammenfassung
Vertrauen in die Führungskraft ist eine wesentliche Voraussetzung für die Motivation und Leistung von Mitarbeitenden und damit auch für den Erfolg von Organisationen. Im Rahmen des Beitrags werden zentrale Befunde der organisationswissenschaftlichen Forschung zu Führung und Vertrauen resümiert und kritisch beleuchtet.
Dabei zeigt sich, dass hohes Vertrauen in die Führungskraft die Zufriedenheit mit dem Vorgesetzten steigert, die Loyalität gegenüber der Führungskraft stärkt und insbesondere auch die Arbeitsleistung der Mitarbeitenden fördert. Die Entstehung von Vertrauen wird sowohl von den Führungskräften als auch von den Mitarbeitenden selbst beeinflusst. So spielen auf Seiten der Führungskräfte beispielsweise deren Integrität, Berechenbarkeit und Kompetenz eine Rolle. Gleichzeitig schafft ein aktiver und mitarbeiterorientierter Führungsstil Voraussetzungen für die Entstehung von Vertrauen. Auf Seiten der Mitarbeitenden zeigt sich beispielsweise, dass ihre Vertrauensneigung und Toleranz für Unsicherheit sowie ihre Bereitschaft, organisationalen Wandel mitzutragen, bedeutenden Einfluss auf die Bildung von Vertrauen ausüben. Der Beitrag schließt mit einem Ausblick auf Implikationen für Forschung und Praxis.
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Notes
- 1.
Im englischen Original: „a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another“ (Rousseau et al. 1998, S. 395).
- 2.
Im Englischen: Similarity-Attraction Paradigm (Byrne 1971).
- 3.
Cohen-Charash und Spector (2001): Distributive Justice, Procedural Justice and Interactional Justice. Verteilungsgerechtigkeit bezieht sich auf das Ergebnis der Verteilung von Belohnungen und Informationen. Verfahrensgerechtigkeit bezieht sich auf die der Verteilung zugrundeliegenden Prozesse, z. B. darauf, wie Entscheidungen getroffen werden, inwieweit Bedürfnisse der Mitarbeitenden berücksichtigt werden oder ob Informationen der Mitarbeitenden auf Gehör stoßen. Informationelle Gerechtigkeit beschreibt die formalisierten Interaktionen zwischen der Führungskraft und den Mitarbeitenden, z. B. alltägliche Demonstrationen von Respekt und Ehrlichkeit.
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Tillmann, S., Hüttermann, H., Boerner, S. (2022). Trau, schau, wem: Entstehung und Auswirkungen von Vertrauen in Führungskräfte. In: Schweer, M.K.W. (eds) Facetten des Vertrauens und Misstrauens. Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-29047-4_11
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