Building intra-organisational trust with managerial communications

Abstract

Trust is seen as a critical element in the knowledge–based network economy by virtue of it having a number of important benefits for organisations. Previous research has suggested that intra–organisational communication and information sharing are essential factors in trust–building processes. Managers and managerial communication, in particular, are seen as key actors. In this study, the relationships between different forms of managerial communication and the experience of intra–organisational trust is examined. The study adds to the literature by applying motivational language theory in explaining trust within organisations. The findings verify that all three dimensions of managerial communication, according to motivational language theory, are crucial elements in both building and maintaining trust within an organisation. The results also indicate a notable gap in perceived trust that depends on whether managers communicate with their subordinates face–to–face or online. Thus, managers should consciously choose the channels depending on the task at hand, as well as pay more attention to social communication online and establish less task–focused management cultures.