An interesting topic in Chapter 15 is the empowerment that comes with delegation. In this section, Kreitner describes a study conducted by the State University of New York in which researchers found that a greater delegation of tasks given from managers was associated with trust as the key component: “Managers prefer to delegate important tasks and decisions to the people they trust ... it takes time and favorable experience to build [it]” (Kreitner 441). Since much time is invested into building and developing trust, it is therefore, fitting that important jobs are assigned to those that are trusted the most.
The article, “Power and Trust in Global Virtual Teams,” by Panteli and Tucker explore the power balances and shifts within groups that internally ranged from high-trusting to low-trusting. Results showed that high-trusting teams shared the following: the members had similar goals in mind, the leaders prioritized the team’s success as their primary role, and the power did not disappear among members, but rather shifted throughout as the job progressed (Panteli and Tucker 2).
Trust, is therefore, necessary for organizational leaders, managers, and team members to be able to create, hone, and maintain in order to be successful and efficient within the workplace. Although it may be easily destroyed, trust is a vital component in how an organization can prosper.
Source: Panteli, Niki, and Robert Tucker. "Power and Trust in Global Virtual Teams." Communications of the ACM 52.12 (2009): 113-115. Academic Search Complete. EBSCO. Web. 25 Apr. 2010.