Abstract
ABSTRACT Trust-based leadership is receiving attention in the public sector as a pathway to increased cooperation and effectiveness. However, existing empirical studies of trust-based leadership tend to engage a mono-level focus of trust and lack sufficient insight into the dynamics between different dimensions and levels of trust in the public organization. This article contributes by exploring a successful case of trust-based leadership in a Danish municipal job centre. The study develops a multilevel approach to trust-based leadership, providing insight into how public leaders may engage and combine institutional and interactional remedies to facilitate trust-building at the individual, team and organizational levels.
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