“Promoting quality of care, employee engagement, and well-being in a strained organisation”.

Types; Intrapersonal trust, Organisational trust, Interpersonal trust

“Building Trust”

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