The consequences of not-for-profit leaders trusting their followers

This thesis explores how trust is enacted and sustained in leader–follower relationships within Australian not-for-profit human services organisations. Using qualitative interviews with 34 participants across six organisations, it examines trust as a relational practice shaped by delegation, openness, and vulnerability. Followers respond with autonomy, responsibility, and values-driven initiative, reinforcing organisational culture. The concept of Professional Intimacy, an ethical closeness grounded in shared purpose, emerges as key to deepening trust and accountability. Findings highlight trust as both a leadership and followership practice, central to identity, motivation, and cultural continuity. This study contributes a situated understanding of trust as dynamic, reciprocal, and vital to mission-driven organisational life.