— Peter F. Drucker
Commitment and trust are essential to the success of organisations in the broader sense. We define trust as the choice that every person exercises when he believes in someone or something. The Trust provides you with free advertising and marketing for you and your organisation (Cullen et al ,.2000).
Development means getting work done
The process of doing a job is based on:
1- Open communications
2- Commitment to full participation
3- Good driving
4- Flexibility to keep pace with changes
The more teachers trust each other and their superiors in the organization, the greater their ability to achieve the goal and accomplish the work.
Relational Trust (Bryk & Schneider)
The availability of trust between the principal and the teacher is necessary, because the availability of that makes the teacher pay attention to the work entrusted to him and does not concern himself with defending himself when any emergency situation occurs between him and the principal.
Trust in various businesses and practices is the cornerstone of any relationship between individuals.
The exchange of trust between the principal and the teacher is not possible solely a product of the principal’s desire or saying to his colleagues: Trust me. Rather, trust is a cumulative matter that is achieved through normal practices that build trust between individuals.
Therefore, we can say that the availability of trust among employees is important in the success of any work, and more so in the relationship of school workers.
In my life I have dealt with more than a dozen managers. And I can confidently say that many of them are easily forgotten. And that some of them were horrible. But the few of them I liked or would like to compete took the time to gain my trust. They wanted me to do the best job possible for me, and they knew that this was only possible if I could rely on them in my daily work. It does not mean that they will do whatever I ask or automatically respond to my views. But it actually means that their behavior was predictable. They were mostly in agreement with me about their commitments, motivations and expectations. I knew where I stood, what my roles were, and how much support they were providing for what I had to do.
As a leader or a significant contributor to the team, everything will depend on the assumptions people can have about you. When you say, “I will do this work tomorrow” or “I will talk to Sally and get her to agree to this”, others will make mute calculations, perhaps unconsciously, of the likelihood of what she says will come true. Over time, if you serve the team well, these odds should be very high. They will trust your words and put their trust in you.
Although movies and TV shows always portray driving as a highly dramatic activity – with heroes rushing to the burning buildings, or bravely fighting hordes of enemies on their own- driving is all about practical and intuitive activities. Do what you say, say what you mean, and admit when you get it wrong. Use other people’s ideas and opinions in decisions that affect them. And if you can do these things most of the time, you will gain the trust of the people you work with. And when the time comes when you have to ask them to do something they don’t like or approve of, then their confidence in you will make your leadership possible.
This implies that to be a good leader, you don’t need to be the best programmer, planner or architect, the best communicator, the best joke teller, the best designer, or anything else. All that is required is to make building trust important to be cultivated, and to go on your way to sharing this with others around you. Trusted leaders are those of credibility and moral integrity who are always said to be consistent with their action (Brynk and Schneider 2002). Hence, to be a good leader, you need to learn to find, build, gain, and trust others – in addition to learning how to cultivate your self-confidence.
The leaders I’ve worked with have made trust explicit. They tell me frankly that I have the authority to make decisions within my areas of responsibility. Trust and delegation are two related processes, and if a leader does not trust his employees, he will not delegate to them. So, the idea of delegation is based on showing the principal’s confidence in his employees, in their capabilities and in their competence, which raises the morale of teachers and increases their job satisfaction. This has a great impact on the employees’ good deal with students and the school community as a whole.
Remember, Reader, that delegation is based on giving confidence, not on relinquishing authority. Your delegation of authority does not mean that you are delegating responsibility.
- Cullen, John B, Johnson, Jean L, and Sakano, Tomoaki. “Success through Commitment and Trust: The Soft Side of Strategic Alliance Management.” Journal of World Business: JWB 35.3 (2000): 223-40. Web.
- Bryk, A. and Schneider, B., 2004. Trust in schools. New York: Russell Sage Foundation.