Are You a Trust Breaker or Trust Maker?

My Research on the Impact of Your Leadership on Employee Trust

Collated by Michael J Griffin

Here is my research summary of leadership behaviors that dismantle or build your leadership trust, drawing on research from Dr. Paul Zak, Patrick Lencioni, theCenter for Creative Leadership, Zenger Folkman, Stephen M. R. Covey, John Maxwell and Korn Ferry. After the “low trust” summary dissertation, I  then reveal 10 keys to what these researchers say about building your high trust leadership. Read and evaluate yourself against the experts! 

The Fragility of Low Trust Leadership

Trust is the primary currency of leadership, yet it is inherently fragile. Research describes trust as a "bank account" where deposits are made slowly through consistent integrity, while withdrawals are made rapidly through counterproductive behaviors. When leaders prioritize their personal ego, individual survival, personal image protection and “results over relationships” over the welfare of their team, trust will erode, leading to systemic organizational or team productivity decline leading to high employee turnover.

The impact of trust erosion is not merely cultural; it is biological. According to the neuroscience research of Dr. Paul Zak in Harvard Business Review, trust-breaking behaviors trigger a "threat response" in the human brain known as an amygdala hijack. This physiological state physically prevents employees from accessing the higher-order thinking required for openness, creativity, collaboration, and high-level problem-solving. 

Top Leadership Trust Breakers
The research I have studied identifies the deadly behaviors that consistently undermine trust and the relationship between leaders, and their teams or individual contributors: 

• Lack of Transparency: Withholding information regarding performance metrics or company changes creates a vacuum of uncertainty. Zak’s research indicates that only 40% of employees feel well-informed, and this lack of transparency leads to chronic stress that undermines teamwork.  

• Inconsistency (The "Say-Do" Gap): Trust is built on predictability. When a leader’s actions—such as pushing for speed or change at any cost—contradict their stated values—such as quality and personal health—their word becomes unreliable. 

• Micromanagement: Excessive control signals a lack of confidence in a team's competence. Zak found that while autonomy (discretion) increases oxytocin—the "trust molecule" micromanagement actively inhibits it. 

• Betrayal of Integrity: This category includes taking credit for others’ work, lying and /or breaking confidentiality. The Center for Creative Leadership identifies "Betrayal of Trust" as the primary reason high-potential leader’s derail. 

• Relational Deficits: Behaviors such as favouritism, inequity, and failure to listen signal that a leader values his/her own perspective or specific "favourites" over the collective success and security of the team. 

What Does The Zenger Folkman Data Say?
Through an analysis of over 100,000 global leaders, Zenger Folkman identified the "Trifecta of Trust" and several "Fatal Flaws". Their most significant finding is the Relationship Deficit; if a leader fails to build a positive, cooperative relationship, trust cannot exist even if the leader is technically brilliant. Their 2026 insights also highlight "silent" trust killers like the Empathy Deficit (failing to recognize the human behind the role) and the Unmanaged Tension Trap (allowing conflict to fester to "keep the peace"). 

The Five Dysfunctions of a Team Research
Patrick Lencioni identifies "Absence of Trust" as the base of a dysfunction team. He highlights that Avoiding Difficult Conversations prevents vulnerability-based trust because team members feel the leader is hiding their true feelings. Furthermore, Blame-Shifting creates an environment of self-preservation that prevents a focus on collaboration & results. 

Stephen M. R. Covey Book “The Speed of Trust”
Covey’s research emphasizes the economic impact of trust. He identifies a "Trust Tax"—a penalty paid in decreased speed and increased cost when trust is low—and a "Trust Dividend" when it is high. Covey warns against "counterfeit" behaviors, such as "spinning" the truth instead of talking straight, or faking care instead of demonstrating genuine empathy & respect. 

Flip John Maxwell’s “Law of Solid Ground” - Trust is the Foundation of Leadership.
Low trust leaders live the “Law of Quick Sand!” Their negative behaviors mire the team into quagmire of fear, low creativity, very poor collaboration, and “every man or woman for themselves!” All who stay sink into the quicksand of low trust and the only survival is escape to an organization that has a “solid ground of trust.”  

Korn Ferry The 2026 Trust Gap Research
Korn Ferry’s recent research highlights a significant perception gap: 86% of senior leaders believe they are highly trusted, yet only 48% to 67% of employees agree. Modern trust breakers identified by Korn Ferry include a Communication Vacuum around AI, which feeds employee fear, and Unfair Performance Feedback, with 75% of employees feeling their  leader’s reviews are biased. 

The High Cost of Low Trust
Stark data on the consequences of these trust-breaking behaviors is documented and clear. According to Zenger Folkman: High-trust leaders drive a 71% increase in engagement and a 51% increase in discretionary effort compared to low-trust leaders. Ultimately, trust is a foundational requirement for leadership success. Without it, even talent insights are ignored—Korn Ferry found that only 34% of leaders trust their own talent data—leading to fragmented decision-making and a lack of clear direction for the entire organization. 

 “Deposits” Trust Makers Employ to Lead High Performing Teams

While trust breakers act as "withdrawals" from a relationship, trust builders are the deliberate "deposits" that create high-performance environments. Research from Zenger Folkman, Stephen M. R. Covey, John Maxwell, Paul Zak, and Korn Ferry identifies ten core team leadership behaviors that foster deep employee trust that foster security, collaboration and productivity.  

Practice Active and Proactive Listening
Trust begins with feeling heard. Simple – just listen! Research from “Great Place To Work” highlights that listening is the most important trust-building behavior. High-trust leaders don't just wait for their turn to speak; they proactively seek out perspectives, ask clarifying questions, and value others' opinions over their own. This signals that the individual contributor's expertise and presence are genuinely valued. 

Radical Transparency and Information Sharing
As Paul Zak’s neuroscience research indicates, uncertainty creates chronic stress. Leaders who openly share the "why" behind decisions, provide clear context for company changes, and discuss both successes and setbacks reduce anxiety. Transparency fosters inclusion and ensures that everyone is working toward the same objectives or goals. 

Consistency and Behavioral Integrity
Stephen M. R. Covey calls this "Talking Straight" and "Keeping Commitments." Trust is built on the "say-do" ratio—the alignment between a leader's promises and their eventual actions. Consistently meeting small commitments often builds more long-term credibility than making infrequent, grand gestures. Lee Kuan Yew and Dwight Eisenhower are two leaders who did this all their lives.  

Radical Accountability and "Righting Wrongs"
High-trust leaders do not hide behind their titles or blame the team when things go wrong. They admit mistakes early, cover for the team, apologize sincerely, and work to fix the issue. By modelling accountability, they create a safe environment where team members feel comfortable taking risks and admitting their own errors without fear of retribution. These leaders practice “Failing Forward.” 

Demonstrating Empathy and Caring
Korn Ferry’s research into "growth leaders" identifies empathy as a critical skill. This involves recognizing the human behind the role—acknowledging personal milestones, showing concern for well-being, and considering the human impact of business decisions. People trust leaders who they believe have their best interests at heart. Leaders are not “recognition misers” but truly care about employee successes and their emotional or physical health.  

Extending Trust First (The Empowerment Loop)
Trust is a "two-way street." Leaders who empower their teams by delegating significant responsibilities and allowing autonomy in how work gets done signal that they believe in their team’s competence. As Zenger Folkman notes, when a leader demonstrates trust in others, it statistically increases the likelihood that those others will trust the leader in return. Leaders nurture team trust, growing the team trust in the leader.  

Investing in Personal and Professional Growth
Leaders who act as mentors or coaches build deep loyalty. By prioritizing the development of their team members—even if it means those members eventually outgrow their current roles—leaders prove that they value the individual's long-term success more than their own short-term convenience. These leaders leave positive legacy. 

Showing Vulnerability (The "Thermostat" Mindset)
Counter-intuitively, admitting when you don’t have all the answers increases credibility. Patrick Lencioni posits that "vulnerability-based trust" is the highest form of team cohesion. When a leader is honest about their limitations, it gives the team permission to be authentic and encourages a culture of trusting, collective problem-solving. 

Providing Meaning and Purpose
Zenger Folkman’s analysis found that engaged employees work for leaders who provide a definite sense of direction and purpose. By connecting daily tasks to a larger vision or "noble purpose," leaders make the work feel significant, which combats burnout and strengthens the emotional bond between the contributor, the organization and customers.

Celebrating Excellence and Giving Credit
Trust is fostered when leaders act as "mirrors" for their team's success. Publicly recognizing achievement and ensuring that credit goes to the individuals who did the work—rather than the leader—creates a culture of fairness and mutual respect.  

The Positive Effect of Trust Building

When these trust building leadership behaviors are applied consistently, they create what Stephen Covey calls a "Trust Dividend." In these environments, communication is faster, costs are lower (due to less "red tape" and micromanagement), and employee engagement scores are significantly higher. Research shows that high-trust organizations experience 50% higher productivity and 40% less burnout than their low-trust competitors. 

I hope you enjoyed this researched summary of how trust can “make or break” the team or organization. ELAvate has served a number of organizations across Asia across many industries to reduce leadership “trust breakers” and build leaders who are consistently “trust builders.” Call or text me to share my case studies and how ELAvate can serve your organization to develop leaders that make “trust deposits.”

Michael J Griffin
CEO and Founder ELAvate
John Maxwell Leadership Trainer
Cross Cultural Trust Builder
michael.griffin@elavateglobal.com‍ ‍
+65-91194008 (WhatsApp)