“Promoting quality of care, employee engagement, and well-being in a strained organisation”. | |||
Types; Intrapersonal trust, Organisational trust, Interpersonal trust “Building Trust”
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Being an accessible and able leader | Creating knowledge and understanding | Establishing collaborative practice | |
- Setting the standards - Avoiding unsafe conditions - Being clinically connected | - Having continuous learning - Delivering feedback | - Creating involvement - Being helpful and unafraid to ask for help | |
Creating comprehensibility, manageability, and meaningfulness- | |||
Consequences of trust: - Decreased vulnerability - Enhanced recruitment and employee retention - Increased work motivation - Improved adherence to guidelines - Increased willingness to report adverse events - Improved problem-solving attitudes - Better team collaboration | Inhibitors of trust: - Invisible leaders - Leaders with absence of clinical knowledge - Lack of transparency - Hierarchies and unfair power relations - Leaders not keeping words - Absence of safety work strategies | ||