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This study aims to examine differences in the self-perception and value of four traits associated with trustworthiness: transparency, credibility, accountability and honesty to find out whether these traits are more likely to be adopted by female leaders during episodes of disruption.

Regression estimation of perceived trustworthy leadership values using a survey of full-time employed men and women in management working for various organizations.

Honesty emerged as the highest rated trait overall, both in the respondents’ self-measure and in their reflected level of desirability. However, women described their honesty as higher than how men relayed their honesty score. Both genders rated their own transparency as their lowest scoring trait and treated it as the least important of the desired traits. Relative to men, not only do women espouse to greater levels of honesty and value it more but they also appear to embrace honesty in their desired behaviors more highly.

A natural extension of this study is to design a longitudinal study to show causality or whether socialized gender differences, in fact, play a role in measuring the value of trustworthy leadership during disruptions.

Understanding self-perceptions of leaders’ efficacy and desired expectations helps prepare both current and future leaders to regain followers’ trust, especially during disruptions. Lessons learned to date require investments in building awareness of leaders’ perceptions of trustworthiness and developing relevant skills for dealing with disruptions.

This research adds further insight to leadership studies by establishing a linkage between characteristics of trustworthy leadership and the ability to lead in challenging times. Cultivating traits of transparency, accountability, credibility and honesty enables leaders to develop the skills needed to be viewed as trustworthy and be prepared for the unexpected.