A correlational study of trust in an organization undergoing change

Access restricted to the OSU CommunityThis quantitative correlational study addressed the problem of how trust behaviors of leadership correlate to the levels of organizational trust in an organization undergoing change. This was conducted by exploring various trust relationships between leadership and employees, leadership and technicians, leadership and management, and differences between management and technical staff, and between men and women. The study explored leadership's dimensions of trust of honesty, reliability and fairness across the components of belief of cognition, affective state, and intended behavior. The study, conducted on a division of a telecommunications company, employed the use of the Organizational Trust Inventory developed by Philip Bromiley and Larry Cummings and revealed the findings of low organizational trust throughout the division. The findings indicated that leadership has low organizational trust between leadership and management, leadership and technicians, with strong findings of low organizational trust across both managers and technicians, and men and women. The implications of these findings are the need for better training for leadership, increased communication, enhanced leadership skills during change, and increased organizational learning for leadership, management, and technicians