Investigating multidimensional organisational trust through breach

The literature shows employee trust in leaders supports organisational performance, despite much still being unknown about the employee-leader trust relationship. This study aimed to explore employee trust in leaders through trust breaches to broaden knowledge about the multidimensional nature of the trust construct and provide organisations with a focus on how to improve employee trust in leaders.

Trust breaches were explored using hypothetical vignettes. Participants received one scenario with a combination of a relationship treatment and behavioural treatment. There were three relationship treatments: no relationship, new relationship, and established relationship between employee and leader. There were also eight unique behavioural treatments of trust breach between employee and leader in the workplace (for example, betraying agreements).

Using one-way and two-way analysis of variance, findings showed that only those allocated to the established relationship group were likely to trust the hypothetical leader in the future. While all behavioural breaches negatively influenced future trust, the behaviours of leader lying to, betraying confidentiality of, and publicly belittling the employee were significantly less likely to engender future employee trust.

This study offers a novel perspective to exploring employee-leader multidimensional organisational trust by investigating trust breaches according to type of relationship and behavioural breach type. This study showed behavioural breaches negatively influence perceptions of future employee trust in leaders. It also reaffirms that established relationships are most likely to be resilient to trust breaches over nominal or absent relationships between employees and their leader.