The influence of trust on Gov-ernments, leaders, and followers is a fundamental Principles of Democratic values, Good Gov-ernance and factor for effective leadership, followership, and the development of an exemplary State examined in this article. Trust is a crucial component of collaboration in achieving Na-tional cohesions and leadership effectiveness and credibility. Trust is the foundation for Gov-ernments to be valuable and exemplary. In the twenty-first century, trust is one of the fac-tors that governments must deal with. First, this article explored who a successful leader is? Un-derstanding that a person experi-enced at trust-building should have the following skills: socia-bility, interpersonal-relationship, active listening, practical com-munication, team-playing, and collaboration. Next, who is a dependable leader? Being relia-ble or trustworthy leaders means that the followers could trust and rely on them to follow through on their plans and keep promises (Shapiro, 2014). This article explored how influential leaders help build empathy and know-how to create an environment of trust. Leadership factors are considered on the leader’s goals that will make a credible and effective Government through the process that exemplifies the performance and plans of the Government. Also, this article examined how steward leaders help create trust with their fol-lowers. Finally, the article re-flected on an example of a credi-ble leader, Bernard Tyson of Kaiser Permanente. Lastly, the article considered the im-portance of credibility as the foundation for effective leader-ship by exploring Kouzes and Posner’s arguments that most people are willing to follow a trustworthy, honest, competent, inspiring, and visionary leader Trust: The Fundamental Requirement of Every African Governments of Developed or Developing Nation Introduction

1. The influence of trust on Gov-
ernments, leaders, and followers
is a fundamental Principles of
Democratic values, Good Gov-
ernance and factor for effective
leadership, followership, and the
development of an exemplary
State examined in this article.
Trust is a crucial component of
collaboration in achieving Na-
tional cohesions and leadership
effectiveness and credibility.
Trust is the foundation for Gov-
ernments to be valuable and
exemplary. In the twenty-first
century, trust is one of the fac-
tors that governments must deal
with. First, this article explored
who a successful leader is? Un-
derstanding that a person experi-
enced at trust-building should
have the following skills: socia-
bility, interpersonal-relationship,
active listening, practical com-
munication, team-playing, and
collaboration. Next, who is a
dependable leader? Being relia-
ble or trustworthy leaders means
that the followers could trust and
rely on them to follow through
on their plans and keep promises
(Shapiro, 2014). This article
explored how influential leaders
help build empathy and know-
how to create an environment of
trust. Leadership factors are
considered on the leader’s goals
that will make a credible and
effective Government through
the process that exemplifies the
performance and plans of the
Government. Also, this article
examined how steward leaders
help create trust with their fol-
lowers. Finally, the article re-
flected on an example of a credi-
ble leader, Bernard Tyson of
Kaiser Permanente. Lastly, the
article considered the im-
portance of credibility as the
foundation for effective leader-
ship by exploring Kouzes and
Posner’s arguments that most
people are willing to follow a
trustworthy, honest, competent,
inspiring, and visionary leader
Trust: The Fundamental Requirement of Every African Governments of Developed or Developing Nation
Introduction and Overview of Governmental Trust
Trust comes from credible lead-
ers who collaborate with the
People in Governmental leader-
ship. Kouzes and Posner (2017)
declared that if a leader is trust-
worthy, the followers will col-
laborate with him by allowing
the leader to lead them. Leader-
ship requires building trust,
maintaining solid credibility,
and having a collaborative team
of individuals working toward
the same goal for the good of a
Nation (Avolio et al., 1998; Bass
et al., 1999). According to
Kouzes and Posner (2017), trust-
building requires additional
leadership strengths like practi-
cal communication skills and
conflict resolution competency.
Trust building in a Government
can become one of the essential
skills for leadership succession
planning strategy. It allows com-
munication of tasks, responsibil-
ities, and goals to be more effec-
tive. Understanding each other
allows for collaboration, which
benefits assessing strengths,
delegating tasks, and seamlessly
completing goals. A dependable
leader is someone that the fol-
lowers can rely on and trust, an
individual who follows through
on his words, plans, keeps prom-
ises, and is trustworthy (Avolio
et al., 1998; Beyers, 2006;
Shapiro, 2014; Yerokun, 2017).
RUDOLPH KWANUE
UNIVERSITY
Newsletter Date 17th January
Volume 1, Issue 1
TRUST: THE FUNDAMENTAL
REQUIREMENT FOR
AFRICAN GOVERNMENTS
Special points of
interest:
 TRUST: THE FUNDA-
MENTAL REQUIRE-
MENT FOR AFRICAN
GOVERNMENTS
Inside this issue:
Introduction and
Overview of Or-
ganizational Trust
2
Creating Environ-
ment of Trust
2
Creating Environ-
ment of Trust
2
Fostering Collab-
oration
3
Conclusion 4
References 5
6
Prof. Paul Allieu Kamara
Professor of Leadership and
Organizational Development
Author of this Article

2. In literature, trust has many
definitions. Mayer et al. (1995)
defined trust as “the willingness
of a party to be vulnerable to
the actions of another party
based on the expectation that
the other will perform a particu-
lar action important to the trus-
tor, irrespective of the ability to
monitor or control that other
party” (p. 712). Das and Tang
(1998) stated that trust is “the
degree to which the trustor
holds a positive attitude toward
the trustee’s goodwill and relia-
bility in a risky exchange situa-
tion” (p. 494). Rousseau (1998)
referred to trust as “a psycho-
logical state comprising the
intention to accept vulnerability
based upon positive expecta-
tions of the intentions or behav-
ior of another” (p. 395). The
strong relationships built by a
dependable leader create a resil-
ient team that can work through
difficulties that may arise. A
trustworthy professional meets
the deadlines, is straightfor-
ward, and comes through on
obligations. But, whenever they
cannot complete a promise or a
goal, they communicate it early
on and have a backup plan.
Kouzes and Posner (2017) stat-
ed by their research that credi-
bility is the single most indis-
pensable leadership characteris-
tic, and every leader must be
credible to be trustworthy.
When leaders lack credibility,
they can’t lead the people effec-
tively. Credibility brings trust,
and trust enhances collabora-
tion. Yukl (2008) defined Gov-
ernmental effectiveness as the
extent to which a Governments
can survive in performing its
mission, maintaining earnings,
financial resources, and asset
value.
leaders (Avolio et al., 1998, 2005).
Lencioni (2002) recognized that
five dysfunctions take the form of a
triangle that resembles Maslow’s
hierarchy of needs. Lencioni thinks
that one cannot resolve the issues of
higher-level needs without first
attending to the lower-level needs.
A team’s five dysfunctions are lack
of trust, fear of conflict, lack of
commitment, avoidance of account-
ability, and inattention to results.
Nevertheless, this study considers
the first dysfunction: the lack of
trust. Lack of trust is about fear of
being vulnerable: protecting one’s
sense of invulnerability, not letting
the team develop, engaging in nega-
When leaders are trustworthy, the
followers have confidence in their
pure motives and know that they
are filled with integrity and ready
for collaboration. Kouzes and Pos-
ner (2017) indicated that people
hold and sustain personal credibility
by having integrity, telling the truth,
a person’s character, and being who
they say they are. A credible person
brings his or her life to alignment
with what he or she says. Personal
credibility is of the essence, while
professional credibility is the ability
to deliver on expectations, goals
and execute responsibilities the
person has given. Personal and
professional credibility is vital for
tive work conflict, and reaching
complex outcomes. For example,
suppose a team lacks trust; in that
case, the team will experience the
following concealing weaknesses
and mistakes from each other. For
example, they may not ask for help
or a piece of advice, are reluctant to
offer support if it is outside their
area of responsibility, are unwilling
to provide feedback or praise one’s
skills, and dislike meetings and
avoid spending time together.
To be continued
Creating Environment of Trust
Creating Environment of Trust
ed, with the power to complete
the task. Trust is the primary
operating practice for free in-
formation sharing, and people
in the Country can take the
initiative needed to meet goals.
Kouzes and Posner (2017)
agreed that collaboration is the
critical component to achieving
and sustaining high perfor-
mance, and trust is at the heart
of collaboration. Wilson (2016)
recognized that leadership is
essential and not less, especially
when collaboration is required.
The more trusted the followers
feel, the better they can inno-
vate. Leaders that are bossy and
hold tight to the reins of power
always find themselves having
followers who always withhold
and distort information. Ac-
cording to Malphurs (2003),
having personal credibility is
trustworthy, compassionate,
and honest. If leaders have
personal credibility, followers
tend to believe them when lead-
ing, and they can trust them
with their family or friends.
Kouzes and Posner (2017)
acknowledged that trust in hu-
man relationships is the primary
issue. Influential leaders build
empathy and understanding,
creating an environment of
trust. Credibility is the founda-
tion of leadership, which has
trust. Gordon (2018) admitted
that the signs that there is trust
in a work environment are
when the People have the re-
sources, authority, and support
to perform or exercise their
right correctly. Roles and re-
sponsibilities are to be delegat-
If leaders have
personal
credibility,
followers tend
to believe them
when leading,
and they can
trust them with
their family or
friends.
Page 2 TRUST: THE FUNDAMENTAL REQUIREMENT FOR AFRICAN
Rudolph Kwanue Uni-
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Education is our Passion

3. An example of a contemporary
leader that led by trust and got to
the top of his career was Bernard
Tyson, former Chairman and CEO
of Kaiser Foundation Health Plan,
Inc., and Hospitals. In his Memori-
am, the author writes that Bernard
James Tyson was born January 20,
1959, in Vallejo, California, to
Billie Jean Tyson, a homemaker,
and Moses Tyson, a minister. After
graduating from Vallejo High
School in 1977, Bernard enrolled at
Golden Gate University in San
Francisco. His passion for health
care began in college when Bernard
worked as an administrative analyst
for Vallejo General Hospital. He
earned a bachelor’s degree in health
services management and a Master
of Business Administration in
health services administration from
Golden Gate University. He later
earned an advanced leadership
certificate from Harvard Tyson’s
career at Kaiser Permanente
spanned more than three decades,
winning the trust of the leadership
and employees at KP. After a 6-
month internship, he was hired into
a fulltime administrative position.
Over the next 30 years, he success-
fully managed all significant as-
pects of the organization. Being
trustworthy, Bernard served in
numerous leadership roles from
hospital administrator to division
president. In 2013, Bernard became
chief executive officer, and in 2014
he was named Chairman of the
board of directors. His influence
was felt both nationally and interna-
tionally. Time named Bernard, Fast
Company, Modern Healthcare, and
so many others as one of the most
influential people in health care.
Bernard served on the boards of
directors for the American Heart
Association and Salesforce. In
addition, he was a member of the
American Academy of Arts and
Sciences, served as deputy chair-
man of the Americas of the Interna-
tional Federation of Health Plans,
was the former chair of America’s
Health Insurance Plans, and a stew-
ard of the World Economic Fo-
rum’s Global Future Council on
Health and Healthcare. He was also
a member of The Business Council
and the Bay Area Council chair.
University.
most effective way. It is possi-
ble only if the followers and
community trust the leader.
Wilson (2016) sees a steward
as one who oversees another’s
property and resources with
the motive of achieving the
owner’s goals. The most im-
portant thing with a steward
leader is accomplishing the
mission by achieving the own-
er’s aims. Steward leadership is
different from the other leader-
ship models in that followers
look on the leader as a steward
To better understand Govern-
mental trust, one should appre-
ciate the most recent construct
of leadership called steward
leadership. According to Rodin
(2010), Steward leadership is a
new construct of leadership
that focuses on service and
mission for the Governments
and communities. The mission
of steward leaders is to meet
owners’ goals, followers’ de-
mands, know the followers and
community needs, and get the
requirements to them in the
and servant, without self-
interest but rather with
interest in the Governments
mission. Block (1996)
acknowledged that steward-
ship develops from beliefs
regarding the reforming of
Governments and encourages
the choice for service over the
quest for self-interest.
Example of a Governmental Trustworthy Leader
Fostering Collaboration
Fostering Collaboration
extraordinary things happen in organiza-
tions without trust. People want their
leaders to be honest, and if the leaders
are genuine, it reflects honesty upon the
entire team they lead. Honesty is strong-
ly tied to values and ethics (Northouse,
2016;Rousseau et al.,1998).Shapiro
(2014) emphasized that a precious re-
source in team building is honest people
because, in an effective executive team,
all the members work together to achieve
the goals. Brown and Trevino (2006)
stated that ethical leadership covers two
aspects: the ‘moral person and the moral
manager. The honest person aspect
relates to a leader’s moral characteristics
and the traits like honesty and altruism.
These show in his personal and profes-
sional life. The moral manager aspect
refers to the leader’s intentional efforts to
influence and manage follower ethical
behaviors, communicating ethical stand-
ards, and disciplining People for unethi-
cal behavior. Kouzes and Posner (2017)
stated that cooperative behavior demands
individuals to realize that they will
accomplish something that no one can
achieve alone by working together.
Collaboration enables cooperation,
People and community support to func-
tion effectively. Exemplary leaders
believe that one cannot do it alone, and
one cannot make extraordinary things
happen by oneself, but by collaboration
(Avolio & Gardner 2005; Kouzes &
Posner 2017). Exemplary leadership is
one with credibility because the leaders
are honest. Kouzes and Posner (2017)
recognized that people would be willing
to follow a person worthy of their trust
because they are truthful, ethical, and
moral. The lifeblood of collaboration is
trust. Since diversity exists in the People,
there must be a collaboration between
the lead ers and followers to create and
sustain relationships: you trust others,
others trust you, and you must trust each
other. Kouzes and Posner (2017) admit-
ted that one could not lead or make
TRUST: THE
FUNDAMENTAL
REQUIREMENT
FOR FRICAN
POLITICS
Page 3
Volume 1, Issue 1
My Third Book
Prof. Rudolph Q.
Kwanue Sr.
Founder, President of
RKUC/GIBU

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Liberia.
Email: rkuinfo77@gmail.com or
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This article investigated how genuine leaders by the trust can develop
extraordinary Governments with credibility and confidence. Lencioni
(2002) acknowledged that great teams are not born but made. There-
fore, it is up to a leader to recognize what dysfunctions could prevent
their team from pursuing and achieving expected results. Still, the lead-
er must tackle the issue with a clear decision. Consequently, if a team
focuses on typical results, the team must have clear metrics to measure
outcomes. But if a team already knows how to support each other and
are accountable, they must push each other to pursue common but not
individual goals. Kouzes and Posner (2017) recognized that good leaders
are skilled at solving problems that may develop on the job. Practical
problem solving requires staying calm and identifying a step to find the
solution. When leaders understand the importance of trust, they will
know how to resolve follower problems and on-the-job difficulties. Trust
helps leaders make sound decisions, solve problems with their team and
others, and ensure missions are timely completed and according to the
needs. Malphurs (2003) stated that a dependable leader is someone that
the followers can rely upon and trust as being trustworthy. The stronger
the relationship built with a responsible leader, the greater the ability to
create a resilient team that would work through difficulties.
RUDOLPH KWANUE
UNIVERSITY
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Conclusion
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