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Written in response to Trust and Leadership
Paul King MSc (Psych)
https://www.linkedin.com/in/paulkingnz/
Original Article
Response
I wholeheartedly agree with the sentiments expressed in the article, but I also believe my lived experiences tell a different story. The facts often contradict the prevailing narrative. Recently, I’ve been reading *The Psychology of Military Incompetence* by Norman Dixon, which illustrates how many individuals attain leadership positions without earning the trust of those around them. Although this book focuses on military history, we can see similar patterns in contemporary political and social scandals. The individuals embroiled in these controversies rarely possess the trust, loyalty, or confidence of their colleagues or subordinates, yet they remain in leadership roles.
While I recognize the value of trust in relationships, I am cautious about viewing it as a prerequisite. Trust should not be used as leverage or a tactic to gain compliance or contrition from followers. The notion that trust is something to be cultivated feels somewhat Machiavellian to me. I understand that many courses and training programs aim to create an environment where people suspend their own judgments, values, and sense of purpose to align with that of the leader or organization.
The connection between trust and leadership is complex. While I believe that the components of trust and leadership can indeed be nurtured through lived experiences, curiosity, attentiveness, and learning, whether they become embedded within one’s character or merely serve as tools for manipulation ultimately depends on the individual’s integrity and how they apply these concepts.
I often contemplate the nature of leadership itself. Why do I seek followers? What does it say about me if I desire them? Ideally, I want my family—my brother, father, wife, and children—as my allies, not just followers. This type of leadership can be troubling. I am far more comfortable as a collaborator or coach. I don’t feel a need for followers, nor do I particularly enjoy being one. I prefer to embrace my individuality while encouraging others to do the same. I believe we can achieve great things together when we have shared interests that benefit us both, which fosters an environment of mutual respect rather than hierarchy.
The essence of leadership often revolves around power dynamics. When someone seeks to exert power over another, we must critically assess their motives. Conversely, when we aim to equalize and balance power in an egalitarian manner, there is less reason for suspicion.
