value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the creaPerformance improvement starts with the leader-follower relationship. 1 Timothy, Chapter 5 advocates the leader-follower relationship by urging Timothy to nurture his leader-follower relationships within the church. Paul’s instruction regarding Timothy’s relationship with various generations of men and women - “Rebuke not an elder, but treat him as a father; and the younger men as brethren; the elder women as mothers; the younger sisters, with purity”1 – stresses the value of the leader-follower relationship which is dictated by the value of what you put into it If you put superficial substance in, you will get a superficial relationship. If your efforts are authentic and sincere, then you get a relationship that contains what is important to you. “To create trust, you must be willing to entrust something of value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the creathe church. Paul’s instruction regarding Timothy’s relationship with various generations of men and women - “Rebuke not an elder, but treat him as a father; and the younger men as brethren; the elder women as mothers; the younger sisters, with purity”1 – stresses the value of the leader-follower relationship which is dictated by the value of what you put into it If you put superficial substance in, you will get a superficial relationship. If your efforts are authentic and sincere, then you get a relationship that contains what is important to you. “To create trust, you must be willing to entrust something of value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the crea as mothers; the younger sisters, with purity”1 – stresses the value of the leader-follower relationship which is dictated by the value of what you put into it If you put superficial substance in, you will get a superficial relationship. If your efforts are authentic and sincere, then you get a relationship that contains what is important to you. “To create trust, you must be willing to entrust something of value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the crea get a superficial relationship. If your efforts are authentic and sincere, then you get a relationship that contains what is important to you. “To create trust, you must be willing to entrust something of value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the crea value to you into someone else’s keeping. If it is of no value, then no trust will be required anyway.”2 Open communication about problems and sharing the responsibility as widely as possible for the creation and implementation of solutions will turn potential disasters into rallying and team-building opportunities. One method of bolstering this type of open communications is to clearly define and articulate the organizational mission.

Once the leader-follower relationship has been established, the next step is to foster a culture of trust. High levels of trust permit reductions in controls, which reduces cost, and ultimately increases effectiveness. To ensure effectiveness, leaders must instill a climate of trust in order to innovate and transform as the environment dictates. “Organizations can always give employees more responsibility, but employees feel betrayed when they discover they have been given less than the leader’s rhetoric implied.”3 One method of developing trust is to clearly and quickly r