maximize their cooperation profits and reduce the costs of transactions. “Especially
modern forms of organizations such as virtual companies and networks depend on
the boosting of their own resources by cooperation across distances and time in
order to be successful. Thus trust as principle of organization continues to gain
importance” (Sprenger 2002b, p. 182).
2.3.3.5 Creating Trust
Creating a climate of trust is not only a question of controlled and conscious
behavior. It is based more on the subconscious sending and receiving of signals
that express “I trust you.” These signals arise naturally from an emotional connec-
tion and affection and cannot be forced. Therefore, trust is never a question of
mission statements or guidelines according to Sprenger. It cannot be created by
propaganda. Advertising for trust usually results in the opposite – distrust. The
request “Trust me!” is a manipulative communication technique and leaves behind
feelings of guilt and shame when it fails.
Traits such as reliability, directness, fairness, loyalty, sincerity, honesty and
credibility can only maintain trust, but cannot make it arise. Managers who con-
stantly have to manage paradoxes cannot always be straightforward. The demand
for “authenticity” is often used as an excuse for disrespectful behavior among the
rougher executives.
There is only one way to establish a real culture of trust: as Sprenger rather
abstractly puts it, it comes down to the actual behavior of the person setting values
in cases of conflict. Or more simply put: “Actions speak louder than words.” This
active, direct approach creates a strong momentum that draws others in. Executives
should place trust in their employees, because it is only in their actions that you can
determine whether someone is truly ready for a trusting relationship.
2.3.3.6 The Implicit Contract
The first step towards greater trust is to conclude a “contract” between the giver
and the receiver of trust. The trusting manager expects that employees use their
discretion in the interest of cooperation and not in ways that will harm the leader.
According to Sprenger leadership is therefore described as the “management of
exchange relationships.” Mutual expectations are exchanged: the organization offers
learning opportunities, prestige and a good climate. In return, the employee offers
his or her commitment, flexibility, willingness to learn and resilience.
Trust is therefore an implicit (because it is not written down) contract. The
implicit contract between managers and employees is framed by explicit contracts.
The explicit part of the employment is for example “money for working power,”
while an implicit aspect is “security for loyalty.”
The manager starts the trust mechanism by actively making himself or herself
vulnerable, for example by extending the contract, by letting go of explicit
2.3 The Relationship Between Leader and Led 95