A qualitative exploration of trust in the contemporary workplace

ABSTRACT Objective The Australian work environment is changing rapidly, as employees and leaders are becoming used to a blend between a virtual and face-to-face workplace. In this context, this research aimed to explore how leaders build and sustain trust in the contemporary workplace. Method Critical incident technique was used in interviews with employees and a constructivist grounded theory approach via reflexive and coding thematic analysis was used to interpret the results. Thirty-eight participants were interviewed based on purposive sampling from virtual and face-to-face work environments and were asked about their experiences with trust in direct managers and senior leaders. Results Employing an inductive approach, this research found an explicit behavioural component and an interpersonal relationship component, thus reinforcing organisational trust multidimensionality. The role of communication, exposure and relationships were highlighted as critical in virtual work environments, regardless of leader type. Conclusion Using a qualitative research design enabled greater clarity of what constitutes organisational trust in the contemporary workplace. Implications for organisational trust theory are also discussed. KEY POINTS What is already known about this topic: Trust in the workplace has been difficult to define. Trust in the workplace is essential for organisational performance. Trust between employees and leaders is of particular importance and worth examination. What this topic adds: The work environment has changed forever, and this influences how trust is developed and maintained between employees and leaders. Trust in the contemporary work environment of a blended virtual and face-to-face context comprises a behavioural and relational component. Exposure, communication and strong relationships between employees and leaders are essential for trust in a virtual work context, regardless of leader type.