After the layoffs, what does trust mean at work?

In the aftermath of widespread layoffs across industries, the concept of trust at work is under new pressure. As companies operate with leaner teams and ask more of the employees who remain, being “trusted” with greater responsibility can carry mixed emotions. While trust is often intended as a vote of confidence, some employees may experience it as added pressure—especially when job security feels uncertain.

Supervisors often view trust as a show of confidence or a way to motivate employees. But in workplaces still adjusting to job cuts and uncertainty, that trust can land differently, especially for those with shaky confidence or low self-esteem. Instead of feeling empowered, employees may experience it as a high-stakes responsibility that brings more stress than stability.

A growing body of research shows that when trust isn’t grounded in a sense of self-esteem at work, it can backfire—leading to stress, disengagement and even conflict at home.

Tony Kong

Recent research published in the Journal of Management Studies offers new insight into this dynamic. Led by Tony Kong, an associate professor in organizational leadership and information analytics at the Leeds School of Business, the study found that employees’ self-esteem at work plays a crucial role in how they interpret and respond to trust from their supervisor. 

It might seem intuitive to think that feeling trusted by a supervisor will boost an employee’s engagement and performance, but the reality is more nuanced, Kong said.

"If employees feel valued and important in their workplace, then feeling trusted is a positive experience,” he said. “They feel ready to invest themselves in their work, which enhances their job performance and reduces their work-home conflict.”

However, not every employee feels valued at work. According to Kong, employees who feel unappreciated or devalued in their roles may experience trust from their supervisor in a negative way. For them, being trusted by a supervisor can feel like a heavy burden instead of a morale boost. When they are given extra responsibilities—such as a big project or a leadership role—it may cause imposter feelings, self-doubt and anxiety, Kong said.

"Trust can be heavy,” he said. “When someone trusts us on really critical things and we don’t have confidence in our ability or worth to live up to that trust, it becomes a stressor.”

The impact of trust on work-life balance

The stress from feeling overly trusted can extend into an employee's home life, according to the study, which was conducted in two phases in the United States and China. 

The researchers, who also included Cecily Cooper of the University of Miami; Jian Peng of Southeast University in China; Craig Crossley of the University of Central Florida; and Reka Anna Lassu of Pepperdine University, conducted two survey studies in the two countries and found the relationship between felt trust and work engagement was positive when employees’ self-esteem at work was higher. It found the opposite when self-esteem was lower. Similarly, employees with higher self-esteem at work were better at managing work and home demands, while those with lower self-esteem saw more negative effects at home.

"These negative experiences can easily spill over into home life, leading to conflicts with family members," Kong said.

On the other hand, when employees with higher self-esteem at work are given trust, they feel capable of meeting those expectations—and it enhances their performance both at work and in their home lives, the study found.

Balancing trust and avoiding disengagement

As an employee, how can you manage the weight of trust at work? It starts with recognizing where you stand within your workplace’s culture of trust. Are you feeling truly valued by your supervisor and colleagues? If not, it may be worth addressing that gap before stepping into roles that require additional responsibility, Kong said.

This could mean discussing your workload with your supervisor or seeking feedback on your contributions to help ensure you're recognized for your strengths.

Employees who feel trusted should also reflect on their own self-esteem in the workplace and communicate their needs to their supervisor. If you feel overwhelmed or unsure about your abilities or status at work, speak up before taking on more responsibility.

"Your supervisor can only help if your high or low need for trust is known," Kong suggests. "If you feel like you're struggling with low self-esteem at work, you should communicate the issue and address it with your supervisor, so your supervisor can better manage trust and give you appropriate responsibilities."

How managers and HR can help

Managers and human resources departments play a critical role in managing employee trust at work, according to another research paper authored by Kong and published in the Journal of Management. Kong said the first step for managers is to ensure their employees feel valued before extending trust. 

"Trust cannot be given blindly or recklessly," Kong explains. "First, make sure employees feel that they matter in the workplace. Appreciation and recognition go a long way toward building that foundation."

Before trusting an employee with high-level responsibilities, it’s crucial for managers to ensure that employees feel valued and esteemed.

"If you’re going to give someone a stretch assignment or involve them in a critical decision, make sure they feel important first," Kong said. "The key is making employees feel that their contributions are unique and significant. When they feel like their voice or support matters, they will feel more confident living up to your trust."

This can be achieved through simple actions like providing constructive and honest feedback regularly, offering recognition for good work and showing appreciation for employees’ unique strengths and the small things they do to make the workplace better. 

Ultimately, trust can be a strong force for good in the workplace—but it has to be managed thoughtfully, Kong said. 

“When trust is given in alignment with the levels of employees’ self-esteem at work, we are more likely to build a high-engagement, high-performance and low-stress workplace that benefits everyone and makes everyone flourish,” he said.