Trust is essential for roving leadership in two ways. The people who are in positions of power in the company must trust their subordinates. In addition, the various employees of the company must trust one another.
Roving leadership happens when people who are not technically holding leadership positions take leadership spontaneously in a given situation. In order for this to happen, the firm’s leaders need to trust their subordinates. They need to let them have enough independence that they will take leadership when it is necessary. They must not simply squash the initiative out of their employees.
If roving leadership is to happen, the employees of the firm must also trust one another. If employees do not trust one another, they will not allow roving leadership to happen. Let us imagine that Employee A does not trust Employee B. If a situation arises and Employee B tries to exert leadership, Employee A will resist. Employee A will not feel that Employee B is worthy of being followed. This will prevent Employee B from performing roving leadership.
Thus, at least two kinds of trust are necessary if roving leadership is to occur.