Exploring Leadership Authenticity as a Driver of Employee Trust: A Qualitative Study

Abstract

The objective of this study was to explore how authentic leadership behaviors influence the development of employee trust within organizational settings in Tehran. A qualitative research design was employed to capture in-depth perspectives on leadership authenticity and trust. Using purposive sampling, 18 participants (10 employees and 8 managers) from various organizations in Tehran were recruited. Semi-structured interviews were conducted, lasting between 45 and 75 minutes, focusing on themes such as transparency, ethical conduct, communication, and trust formation. Data collection continued until theoretical saturation was achieved. Interviews were transcribed verbatim and analyzed through thematic analysis using NVivo version 14. Credibility was enhanced through constant comparison, iterative coding, and validation of themes across the dataset. Four overarching themes were identified: (1) Authentic leadership behaviors, characterized by transparency, ethical conduct, relational authenticity, self-awareness, and balanced decision-making; (2) Employee trust formation, built on reliability, psychological safety, open communication, shared vision, consistency, and perceived support; (3) Outcomes of authentic leadership, including job satisfaction, organizational commitment, team cohesion, improved performance, and reduced turnover intention; and (4) Challenges in practicing authenticity, such as cultural barriers, bureaucratic constraints, personal limitations of leaders, employee misinterpretations, and external pressures. Participant quotations revealed that authentic leadership was perceived as a key driver of trust but its practice was often constrained by cultural and organizational contexts. This study demonstrates that authentic leadership plays a central role in cultivating employee trust, leading to positive organizational outcomes such as commitment, cohesion, and satisfaction. However, cultural expectations and structural limitations can complicate its practice. The findings underscore the need for leadership development programs that foster authenticity while accounting for contextual barriers.