Trust in Senior Leadership: Insights from Baldrige
Trust is one of the most valuable assets a senior leadership team can possess. Recent industry research continues to demonstrate that organizational performance, employee engagement, and stakeholder confidence are directly influenced by the degree of trust employees place in leadership. A 2025 DDI global survey of 13,000 leaders found that only 32% expressed confidence in senior executives at their companies. At the same time, growing public expectations for transparency, ethical behavior, and accountability have elevated trust from a desirable leadership trait to a strategic imperative. Velocity Advisory Group’s 2025 EX Trends Report found that while 88% of organizations rank trust in managers as a top strength, 71% rank trust in senior leadership in the bottom 10%.
Data from PwC’s 2024 Trust in U.S. Business Survey further illustrates the challenge facing executives. While 86% of business leaders believed employees highly trusted their organization, only 67% of employees reported high levels of trust in their employer. The survey also found that 93% of executives believe trust improves the bottom line, emphasizing that trust is not simply a cultural issue but a business driver. These findings suggest that many leadership teams overestimate stakeholder confidence and may not fully understand the gaps that exist between leadership perceptions and employee experiences. Consider the current debate over AI and social media governance in relation to youth safety.
The Baldrige Excellence Framework places trust at the center of effective leadership through Category 1: Leadership. Baldrige asks senior leaders to create a culture grounded in ethics, transparency, communication, and organizational accountability. High-performing organizations are expected to build trust with employees, customers, partners, and communities through consistent actions and demonstrated values. When leaders model integrity and align decisions with organizational mission and values, they establish the credibility necessary to inspire engagement, innovation, and resilience during periods of change.
Recent Gallup Survey data highlights that only 21% of U.S. employees strongly agree they trust the leadership of their organization. Gallup reports that when employees strongly agree that leaders communicate clearly, effectively manage change, and deliver on organizational commitments, 95% fully trust their leaders. For reporting Leadership Results in Category 1, consider whether you are asking questions around trust drivers to develop actionable intelligence for improvement. Research identifies these core trust dimensions:
- Integrity (living up to stated values)
- Consistency (reliable decision-making)
- Transparency (open, honest communication)
- Fairness (ethical treatment of employees)
- Capability (competence and self-awareness)
- Accessibility (availability and responsiveness)
Ultimately, the survey data and Baldrige principles point to the same conclusion: trust is a critical leadership outcome that must be intentionally cultivated. Organizations that regularly listen to stakeholders, communicate openly, and demonstrate consistency between words and actions are better positioned to achieve sustainable success. Within the Baldrige framework, trust serves as both a leadership responsibility and a performance enabler, strengthening workforce engagement, customer loyalty, and long-term organizational results. As employee, customer, and stakeholder expectations continue to evolve, trust will remain a defining characteristic of exceptional senior leadership.
Jim Spengler
August 2026