1. BUILDING TRUST AS A NURSE LEADER
Martha E Guerrero
Nursing Leadership Issue
NGR 6725
November 20, 2017

2. BUILDING TRUST AS A NURSE LEADER
In health care organizations, TRUST is vital for the formation of successful workplace relationships between managers and the nursing staff.
Trusting relationships are the key in assuring
effective health care practices and excellent
patient results.
(Fleig-Palmer, Rathert, & Porter, 2016)

3. BUILDING TRUST
Research in trust, shows that trustors (the trusting staff) may have more or less trust for the leadership team, depending on the trustee’s professional capacity, truthfulness, and goodwill.
Nursing leaders must demonstrate to the staff: benevolence, competency, reliability, courtesy, understanding, and support; as the foundation for a trusting relationship.
(Fleig-Palmer, Rathert, & Porter, 2016)

4. (Schultz & Videbeck, 2005 and Fleig- Palmer et al., 2016)
TRUST
The nurse–staff relationship is an interpersonal method in which mutual learning occurs, where the nurse leader supports the client's growth in vision.
Research has shown that high levels of trust produces beneficial results regarding work performance and extra- role behaviors.
(Schultz & Videbeck, 2005 and Fleig- Palmer et al., 2016)
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6. Fostering trust
The entire health organization plays a significant role in fostering a culture based on trust.
Health care settings that have high levels of trust, can achieve effective teamwork, producing notable quality patient care outcomes.
Through mentoring, managers may provide professional support, so the staff feels more competent performing his/her job; forming a trusting bond with the leaders.
(Fleig-Palmer et al., 2016)
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7. LEADERSHIP TRUSTING ASPECTS
1. Holding the truth
2. Intellectual and emotional self
3. Discovery of potential
4. Quest for the adventure towards knowing
5. Appreciation of ambiguity
6. Knowing something of life
7. Holding multiple perspectives without judgement
8. Diversity as a vehicle of wholeness
9. keeping commitments to oneself
(O'Connor, 2008, p. 22)
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8. Discovering trusting POTENTIAL
Nurse leaders can influence their teams to sprout, progress, and move to bigger accomplishments through the power of trust.
Using this power with every staff member to create a connection where sharing best professional and intellectual gifts are encouraged, and it may generate an extraordinary caring, honest, and trusting environment.
“The recognition and acknowledging personal knowing supports the holistic and authentic self in the management of relationships with peers as well as staff (p.24)”
(O’Connor, 2008)

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10. LEADER-MEMBER EXCHANGE FRAMEWORK in trust
High levels of LMX relationships bolsters the staff to go above and beyond in-role work requirements as a way to show appreciation to their leaders for empowering trust in them.
“Employees who are engaged at work are congnitivily, emotionally, and physically ‘present’, invested in their work tasks and allocate more personal resources and energy to their work (p.192)”
Leader-member exchange framework (LMX), expresses about the social communication of interpersonal interactions where trust is formed between all people involved.
Formal or informal communication may reward and foster increased levels of trust, collaboration, and encouragement.
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(Rodwell, McWilliams, & Gulyas, 2016).

11. Conclusion
Nurse leaders must trust their nursing teams on their individual’s capacity to self-manage, and use words of encouragement and/or actions as suggestions to increase work engagement.
Nurse leaders must value personal human behavior and use it as an advantage for team growth.
Nurse leaders need to support their nurses using self-governance guidelines and rules-based processes.
The idea is to form a culture where trust is the base of the organization, and good behaviors are recognized and rewarded.
(Bassett, & Westmore, 2012)

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13. References
Bassett, S., & Westmore, K. (2012). How nurse leaders can foster a climate of good governance. Nursing Management - UK, 19(5),
Fleig-Palmer, M., Rathert, C., & Porter, T. (2016). Building trust. Health Care Management Review, 1.
O'Connor, M. (2008). The dimensions of leadership: a foundation for caring competency. Nursing Administration Quarterly, 32(1),
Rodwell, J., McWilliams, J., & Gulyas, A. (2016). The impact of characteristics of nurses’ relationships with their supervisor, engagement and trust, on performance behaviours and intent to quit. Journal Of Advanced Nursing, 73(1),
Schultz, J., & Videbeck, S. (2005). Lippincott's manual of psychiatric nursing care plans. Philadelphia: Lippincott Williams & Wilkins.

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