Trust is maintained when a facilitative leader can manage each of the seven areas of the facilitative leadership model effectively, with a balanced approach to each. As many leaders who have transformational skill sets excel in the areas of sharing a compelling vision, seeking to maximize involvement and coaching to performance, there is also the need for designing pathways to action based on input from all subordinates in an organization in addition to facilitating agreement. In a community of groups, a manager must also concentrate on consistency across the seven areas of the facilitative model. The apparent incongruity of one group to another in a community needs to be minimized with involvement, and facilitated agreement strategies that force leaders to have a completely different mindset relative to decision-making. The initial momentum of a project based on sharing an inspiring vision needs to be balanced with an equally strong focus on how to create more effective strategies for intermediating conflict throughout the decision making, agreement facilitation and performance phases of a project. Just as facilitative leaders manage individuals to their strengths for the best results, the same holds true for communities of groups and individuals across an organization or community. The most successful facilitative leaders then engender trust by concentrating on a solution that can be sustainable across the diverse groups they are attempting to manage (Amy, 2005). Authenticity, consistency, and the willingness to sacrifice as a leader are all critical skill sets for bringing together diverse communities as well to attain a common, often complex and challenging objective.

Conclusion

Core...

This is a skill set needed for becoming a facilitative leader of both employees and communities. Second, the ability to align skill sets to the facilitative leadership model and its seven components is critical. This can only be done if a transformational leader can first see the value of unique and at times divergent perspectives of a problem as valuable and incorporate them into a solution.
References

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Amy, Amy Hawkins (2005). Leaders as facilitators of organizational learning. Ph.D. dissertation, Regent University, United States -- Virginia.

Jan Barnsley, Louise Lemieux-Charles, & Martha M. McKinney. (1998). Integrating learning into integrated delivery systems. Health Care Management Review, 23(1), 18-28.

Ingrid Bens. (2007, July). The ten essential processes of facilitative leaders. Global Business and Organizational Excellence, 26(5), 38.

Glenn Brome. (2006, August). Facilitative Leadership. Leadership Excellence, 23(8), 15.

Jeffrey H. Dyer, & Kentaro Nobeoka. (2000). Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks, 21(3), 345-367.

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Liu, J., Siu, O., & Shi, K.. (2010).…