This article addresses trust as a leadership metric that, according to the author, is being neglected in organizations. The text suggests that trust should be a fundamental indicator for evaluating leadership effectiveness, but that it is frequently ignored in favor of more traditional metrics.
The article presents a reflection on organizational functioning, questioning what happens when direct leadership is absent. Specifically, it explores three indicators: whether decisions continue to be made, whether people exercise their own judgment, and whether responsibilities remain clear.
According to the perspective expressed in the article, when an organization can maintain these three elements in the absence of visible leadership, this reveals a structure capable of functioning beyond the presence of a single person. This capacity would essentially be a measure of trust built within the organization.
The text appears to argue that the true test of effective leadership is not in the dependence of employees on the leader, but rather in their ability to create conditions for the organization to function autonomously when necessary.
