Trust in Superior-Subordinate Relationship -an empirical study in the context of learning

Abstract

Mitä luottamus oikein on? Mitä luottamus on suomalaisten työpaikkojen esimies-alaissuhteissa?

Koulutuspäällikkö Nina Laine on väitöskirjassaan tutkinut luottamusta suomalaisten esimiesten ja alaisten välillä. Väitöskirjan mukaan luottamus rakentuu yhdistelmästä tunnetta ja kokemusperäistä tietoa. Esimiehet voivat lisätä luottamusta omalla käytöksellään. Luottamaan on mahdollista oppia.

Esimiestyön oppiminen tapahtuu usein käytännön työelämässä ja sitä tuetaan esimiesvalmennuksilla. Ensin opitaan yksi ammatti (esim. insinööri tai opettaja) ja sitten opitaan johtamistaitoja esimiestehtävään siirryttäessä. Luottamus on yksi toimivan esimies-alaissuhteen peruselementti. Tämän vuoksi esimieheksi siirtyvän on opittava myös luottamuksen rakentamista.

Aiempi luottamustutkimus on perustunut pitkälti kysely- ja tilastotutkimuksiin. Laine on ensimmäisiä työpaikkojen luottamusta laadullisesti analysoineita tutkijoita. Väitöstutkimuksen aineistona oli suomalaisilta esimiehiltä kerätyt syvähaastattelut ja kirjoitukset.

Laineen tutkimuksessa uutta on tunteen, moraalin ja oppimisen korostaminen. Se poikkeaa aiemman luottamustutkimuksen valtavirrasta, jossa luottamuksen keskeisimpänä tekijänä on pidetty tietoa.

This qualitative study in the field of vocational education explores the phenomenon of trust in superior-subordinate relationship. The study, using phenomenological research method, is based on the constructivist paradigm. The research data was collected in Finland, in Finnish. The writing process was conducted in English, both in Finland and in the United States. The data consisted of in-depth interviews and writings. Informants were from business world and public sector, and included both men and women.

Becoming a manager requires learning to lead people and to manage organization s operations. Often these skills are learned at the workplace and in extension studies. Therefore learning to become a leader can be seen as vocational education learning the profession of leadership. Building trust is essential in leadership and learning to build trusting work relationships is leaders task, among others. Trust is an intriguing topic to study because it is relevant both socially and scientifically. Nowadays people live in an interdependent world where globalization brings forth new challenges for cooperation. As people working together tend to have ever tighter interlinkages, trust becomes a necessity. This has led to a contradiction: While trust is at the same time diminishing in Western countries, it s significance is increasing and new forms of building trust are evolving.

Scientifically trust has raised interest in different literatures psychology, sociology, political science, economics, anthropology, history, and social biology but each literature has approached trust with its own disciplinary lenses and filters. Remarkably little effort has been made to integrate these different perspectives. Trust in superior-subordinate relationship merits to be researched because, for majority of people, social networks at work are central in their daily human interaction. Also, the power hierarchy in superior-subordinate relationship makes it scientifically interesting. Being a superior and subordinate are work related roles, which are always affected by power asymmetries. Another reason for studying trust in superior-subordinate relationship is the need of empirical qualitative research related to trust.

According to this study, trust is both emotion and knowledge, but the emphasis is clearly on emotion. The building blocks of trust are: Integrity of talk and action, respecting and allowing emotions related to trust, active communication, and taking time to build trusting relationships. Also, superior s support is essential in trust. However, superior-subordinate relationship is reciprocal and subordinates impact is crucial, too.

This study binds learning and trust together by presenting three aspects: 1) learning to trust in relationships, 2) learning to trust as single-loop and double-loop learning (see below), and 3) learning to trust as a transformative process. Learning in relationships refers to constant mirroring of our values, thoughts and actions with other people. All this enables trust.

Learning to trust can also be described by using Argyris s (1982) theory of single-loop and double-loop learning. In single-loop learning, learning to trust may be based on generalizations and what is taught. In double-loop learning, ideas are confronted and challenged, and the processes are disconfirmable and not self-sealing. When people challenge themselves to take a double look over their views, they can remodel their operating norms and come to conclusion that their criteria for trust or distrust were too narrow. Learning to trust can sometimes be a transformative process, which fundamentally changes the frame of reference and affects values and attitudes of the trustor.

Theoretically this research has added to previous theories of trust a view that puts priority on feelings and binds learning and trust together. It has brought forth, to a concrete level, the topic related differences and similarities of superiors and subordinates viewpoints. The study has also stressed the moral and value related aspects of leadership and trustworthiness by describing leaders transformative learning processes and personal narrative moral stories, both of which emerged spontaneously from the data. In addition, this study has contributed to the research of trust in leadership by addressing the lack of empirical qualitative study.

In addition to theoretical contribution, this study has several managerial (practical) implications. These are related to the development of leadership and promoting well-being at work. This research has created new knowledge about trust in work context, and can provide tools for thinking for leaders. Getting acquainted with different aspects of trust in superior-subordinate relationship can help leaders to realize its significance.