I make 3 Concepts of the topic but it is so short for me. Can I have some more ideas and explain of each concept?

1. Humility and Transparency

Humility is a critical factor in trust-building because it allows individuals to admit their mistakes and limitations. When leaders and team members exhibit humility, they create environment where people feel safe to voice concerns and seek help without fear of retribution. Transparency, on the other hand, involves clear and honest communication. It's about openly sharing information, intentions, and outcomes. Transparency is essential because it helps eliminate doubts and suspicions, enhancing trust within a team.

Reference:

Covey, S. R. (2006). The Speed of Trust: The One Thing That Changes Everything. Free Press.

2. Servant Leadership

Servant leadership is a leadership philosophy that focuses on serving the needs of others. Leaders who adopt this approach prioritize the well-being and growth of their team members. In the context of trust-building, servant leadership fosters trust by demonstrating that leaders genuinely care about their team's success. When team members see that their leaders are willing to serve them, empower them, and support their development, trust naturally grows. Focusing on Facts

Reference:

Greenleaf, R. K. (1970). The Servant as Leader. The Robert K. Greenleaf Center.

3. Building Towards a Common Purpose

Trust is deeply connected to a shared vision and common purpose. When a team has a unified goal, and each team member understands their role in achieving it, they are more likely to trust each other. This shared purpose creates a sense of unity and collective responsibility, reinforcing trust among team members. It's the belief that everyone is working towards the same objective that builds trust.

Reference:

Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. Portfolio.

Topic information:

Teams have become an increasingly important part of organizational productivity, decision-making, and long-term success. The 20th century was defined by command and control leadership structures, where work was broken down into definable units and organized in an efficient and streamlined way. In this model, workers were seen as replaceable cogs in a large system needed to be managed for efficiency and consistency. The assembly line became the iconic representation of this type of work and people were seen as independent units of a larger system. The assumption of this 20th century model of leadership was that systems and structures would be largely consistent for 10, 20 or even 50 years. The operational 'plant' would be located in a given region and would be constructed on a large scale to be a permanent operational unit that would produce products. In this model, the leader and manager of units was seen as the most important decision-maker. Workers were seen as replaceable parts in a large system. There was no need for teams, no need for collective decision-making, no need for collaboration and empowerment, and no need for conflict management.

The 21st century has fundamentally altered the modern view of work. With significant changes in technology, diversity in the workplace, expansion of knowledge, and globalization, the workplace is no longer a static entity that needs to be managed. Organizations are increasingly dealing with change, response to market trends, new government policies, environmental awareness, technological adaptation, and a diverse, global workforce. In this environment, teams, team decision-making, collaboration, empowerment, and 'change' have become increasingly important.

The team, rather than the individual, has increasingly become the unit of decision-making and change within organizations in the knowledge age. In this environment, emotional intelligence (EI) increasingly replaces traditional intelligence as the unit of greatest value for an organization.

As we begin the process of understanding 21st century teams, we will spend the first unit examining the foundational importance of developing trust and the complex process of rebuilding trust when it is broken. We will look at servant leadership principles in relation to trust building in team situations, and consider how to create team member buy-in through a unified vision and building towards a common purpose.

Topics

This unit is divided into the following topics:

2. Humility and Transparency
4. Servant Leadership: What Does it Mean to Serve Each Other?
6. Building Towards a Common Purpose