Contractual Trust

Bryk and Schneider (2002) and Abwalla (2014) claim that neither organic trust nor contractual trust is appropriate for organisations . Organic trust does not work, they say, because universities are now more open and diverse. Contractual trust does not fit within the framework of universities because (a) the aims of schools are multiple and interrelated; (b) the specific mechanisms that contribute to employees ecuting their work are complex and diffuse; and (c) to monitor best practices is logistically not feasible. They describe relational trust as an intermediate case between the unquestioning acceptance of beliefs found in organic trust and the material exchanges directing contractual trust. They define relational trust as having four interconnected

What comes through the literature is the ease with which trust appears to be broken during periods of tension, challenge and change. Brewster and Railsback (2003:23) highlight some of the common barriers to developing and maintaining trusting relationships such as ‘ineffective communication’ and ‘lack of follow-through’. Unsurprisingly then, where there is mistrust between staff, the process of reclaiming it is often very

It specifically sought to determine the impact of laissez-faire, transactional and transformational leadership styles on organizational performance at state-owned corporations in Kenya. A descriptive survey research based on the perceptions of middle and senior managers in thirty (30) state- owned corporations based in Mombasa, Kenya was undertaken. A structured self- completed research questionnaire was thereafter distributed and collected after one week. The completed questionnaires were checked for plausibility, integrity and completeness resulting in 72 usable cases. Three independent variables with various factors were identified and measured using a five-point scale ranging from 1 (strongly disagree) to 5 (strongly agree). These were laissez-faire; transactional; and transformational leadership styles. The dependent factor was represented by the degree to which the organization has achieved its business objectives in the previous financial year. To discover the leadership styles that influence organizational performance, correlation analysis was employed. Correlations between the transformational-leadership factors and organizational performance ratings were high (0.518 to 0.696, P < .05), whereas correlations between the transactional-leadership behaviours and organizational performance were relatively low