BUILD TRUST FOR SERVANT LEADERS

Phuoc D. Nguyen

To build trust servant Leaders share information, share new findings, and share documents and experience. Servant Leaders spend time talking to employees. They try to understand employees’ thinking, find out what employee needs and want, support employees to reach objectives, and servant leaders need to give employees their comments. Patterson (2003) defined, “The trusting leader is one who empowers followers, and the empowered workforce is a workforce that has the freedom to serve the organization as well as the people who form the organization” (p. 21). Create opportunities for employees to understand themselves, and have a positive attitude while absorbing people’s comments them. Nastiezaie1, Bameri & Dadkan (2016) indicated that “servant leadership style and its components were correlated with organizational trust. Moreover, agape love, service, and humility were able to predict organizational trust (p. 92). One of the manifestations of sharing is multidimensional communication. Servant Leaders are always talking to discuss with the employee about current their individual and business positions and plans for future development. It is crucial to receive all feedback, whether positive or negative. Because it is not only suitable for activities but also useful for the relationship between servant leaders and employees will feel respected if their opinions are kept and carefully reviewed.

Servant leaders must be aware of the importance of being fair with every member of the business in every job. Fairness not only means treating this person like the other but there is also no particular favor for personal reasons. However, more than that, equity is also to give all employees the same opportunities. So, they could show their abilities in the best way. Dannhauser and Boshoff (2006) indicate that “servant leadership, trust, and team commitment are related. The relationships between the dimensions are, however, not equally strong. Servant leadership shares more variance with trust in the organization and the manager than with trust in colleagues” (p. 11). Every employee will feel comfortable and respected if they are treated with the same reward and punishment, and have the same opportunities. As a result, they will also feel more interested and responsible in their work and will certainly not have a trumpet, a comparison; this brings positive effects to the trust of employees with servant leaders. Rezaei et al. (2012) stated, “Trust is one of the concepts that will be affected by the relationship between leader and followers. Leaders who are trusted by their followers can easily make sense of commitment and responsibility in their followers” (p. 75). To build and consolidate relationships with employees servant leaders need to implement many conversations with employees, they are interested in employees’ interests, support employees to accomplish their tasks, create value, and keep promising.