EP218 – The Science of Trust in Leadership

“Why is it that some managers can ask their team to walk through fire, while others can’t even get their team to fill out a timesheet on time?

We often think trust comes from big company policies or a fancy job title. But research shows that trust is actually built—or destroyed—in the small moments. It’s in how you say hello, how you interrupt, and how you handle a mistake.

Welcome back to Advanced Quality Programs. I’m Juan Navarro, and today we’re breaking down a fascinating study on the psychology of supervisor communication to understand exactly how great leaders build trust. The study is called “Trust me, I’m your boss: Trust and power in supervisor–supervisee communication” by Willemyns, Gallois & Callan (2003).

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Today we’re looking at this study because it matters deeply to Quality Management and Leadership. You cannot have Continuous Improvement without trust. If your team doesn’t trust you, they hide mistakes. And if they hide mistakes, you can’t improve the process.

The authors collected real stories from employees about good and bad conversations with their bosses. They found that trust usually comes down to two psychological ideas:

Do you sound like “one of us”? (Communication Accommodation Theory)

Are you acting like a partner or a dictator? (Social Identity Theory)

Let’s simplify this. It comes down to three specific behaviors you can start improving today.

POINT 1: Interpersonal Control (Power Dynamics)

First up is power. The study found that “Out‑Group” bosses—the ones nobody trusts—use communication to remind everyone who is in charge. They use threats like, “Fix this or else.”

High‑trust leaders do the opposite. They downplay the hierarchy.

Try this: Instead of saying, “I need you to do this because I’m the manager,” a high‑trust leader says, “I’ve been in your shoes. I know this task is tough, but here’s why it matters.” You’re not giving up authority—you’re simply not using it as a weapon.

POINT 2: Discourse Management (The Conversation)

Next, how do you manage the conversation itself?

The fastest way to destroy trust is through “Discourse Control.” This includes interrupting, checking your phone, or walking away while someone is talking. It sends the message: My time is more important than yours.

High‑trust leaders do something simple: they listen. They ask questions. They engage in small talk.

If you want to build trust this week, try this: In your next meeting, ask a question and wait a full 5 seconds before speaking again. Let them fill the silence.

POINT 3: Relational Communication (The Human Element)

This was the biggest category in the study—41% of all comments focused on it.

This is about empathy and “face work,” meaning protecting your employee’s dignity. The study showed that public criticism is the nuclear bomb of trust. It humiliates the employee and alienates the team.

On the other hand, private feedback and public praise build that “In‑Group” feeling. It tells the employee, I’m on your side.

THE WARNING (The “Quick Fix” Trap)

A critical warning from the researchers: you cannot fake this.

If you use empathy as a tactic or a checklist item, people will notice immediately. Trust requires authenticity. You have to genuinely care about the answer when you ask, “How are you?”

That’s it for this week.

Here’s your challenge: Pick one interaction—maybe a feedback session or a morning huddle. Focus on converging—speak with your team, not at them.

Don’t forget to check out my books The Quality Mindset, Life Quality Projects, and The Principles of Quality.

If you found this breakdown helpful, subscribe for more insights on turning everyday practices into impactful results. I’m Juan Navarro—let’s keep improving.