Trust in Leadership. Some observations on the process of trust building in the German Bundestag and the German Cabinet

Author:

Gast Henrik1

Affiliation:

1. Akademischer Rat a. Z., UR - Universität RegensburgInstitut für Politikwissenschaft

Abstract

Interpersonal trust has a significant impact on the government in parliamentary democracies. On the basis of a qualitative survey this study discusses in detail how German chancellors are able to contribute to the trust building process within the cabinet, the coalition and the (parliamentary) party. Within the analysis various ways of trust building are differentiated. A typological classification shows that the personality of the individual head of government impacts on the trust building process.

Publisher

University College Cork

Subject

General Energy

Reference44 articles.

1. Bailey, F. G., 1988, Humbuggery and Manipulation. The Art of Leadership, Ithaca: Cornell University Press.

2. Barber, J. D., 1977, The Presidential Character. Predicting Performance in the White House, 2nd ed., Englewood Cliffs, NJ: Prentice Hall.

3. Bierhoff, H. W. (1995): ‘Vertrauen in Führungs- und Kooperationsbeziehungen’, in A. Kieser, G. Reber, G., and R. Wunderer, R. (eds.), Handwörterbuch der Führung, 2nd ed., col. 2148-2158, Stuttgart : Schäffer-Poeschel.

4. Blondel, J. (1993), ‘A Framework for the Analysis of Political Leadership, Oriente Moderno, Vol. 12, pp.5-21

5. Bosetzky, H. (1976): ‘Zur Maxime “Vertrauen ist gut, Kontrolle ist besser”’, Baden-Württembergische Verwaltungspraxis, Vol. 3, pp.194-198

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