Generational Myths About Trust in Leadership: What the Data Actually Shows

Discussions about trust in leadership are often shaped by generational assumptions. Older leaders are often presumed to be more trustworthy because of their experience and tenure, while younger leaders are sometimes viewed as less credible due to limited time in the role. These beliefs are widespread—but they are not supported by data.

An analysis conducted by Zenger Folkman reveals a more nuanced and evidence-based reality: trust is not a linear function of age or generation. Instead, it is driven by observable leadership behaviors that vary within—not across—generations.

Myth #1: Trust Increases Steadily With Age

The assumption:
As leaders gain experience, they become more trusted.

What the data shows:
Trust does not increase in a straight line over time.

Using 360-degree trust ratings from 80,336 leaders, each evaluated by an average of 13 raters (managers, peers, and direct reports), trust levels follow a U-shaped pattern across age decades. Younger leaders receive the highest trust ratings, which decline through mid-career and rise again among leaders aged 61 and older.

The implication is clear: time alone does not build trust. In fact, prolonged exposure to ineffective behaviors can erode trust just as easily as consistent, positive behaviors can strengthen it.

Myth #2: Younger Leaders Are Less Trustworthy Than Older Leaders

The assumption:
Limited experience reduces credibility and trust.

What the data shows:
When trust ratings are analyzed by generation, Gen Z and Millennials score higher on trust than Boomers, with trust increasing again among Traditionalists.

These findings challenge age-based stereotypes in both directions. Younger leaders are not inherently less trustworthy, nor does seniority guarantee trust. Trust reflects how leaders show up—not how long they have been present.

What Actually Drives Trust Across Generations

Across all age groups, trust is consistently explained by three leadership competencies.

1. Relationships (The strongest predictor of trust)

Trust is fundamentally relational. Leaders who are perceived as approachable, collaborative, and genuinely interested in others earn higher trust ratings.

Key behaviors include:

• Staying connected to others’ concerns
• Collaborating rather than competing
• Involving others in decisions
• Finding common ground

Generational pattern:
Gen Z and Millennial leaders tend to score higher on relationship-based behaviors. Boomers, shaped by more competitive organizational norms, score lower on average in this area.

2. Expertise

Trust also rests on perceived competence. People rely on leaders whose insights help them perform more effectively.

• Younger leaders often bring technical fluency and cultural awareness.
• Older leaders contribute depth of experience and institutional knowledge.

Trust increases when leaders actively share their expertise rather than guard it.

Generational pattern:
Gen Z leaders score lower on expertise measures, largely due to limited experience. Older generations benefit from accumulated knowledge over time.

3. Consistency

Trust grows when leaders reliably do what they say they will do.

Broken commitments—even unintentional ones—rapidly undermine credibility. Leaders who overpromise or fail to follow through consistently receive lower trust ratings.

Generational pattern:
Boomers and Gen X tend to score lower on consistency, often reflecting the complexity and competing demands of senior roles.

Myth #3: Collaboration Is a Natural Strength of Experienced Leaders

The assumption:
Senior leaders are inherently better at collaboration.

What the data shows:
Collaboration is one of the largest gaps in leadership effectiveness.

While managers rank collaboration as the third most important leadership behavior, actual performance places it 14th out of 19 competencies. This gap appears across generations, underscoring that collaboration is not a default skill—it must be intentionally developed.

Implications for Organizations

The findings suggest that trust is not a generational trait but a behavioral outcome. Each generation brings distinct strengths and vulnerabilities to trust-building:

• Younger leaders tend to excel at relationships and transparency.
• Mid-career leaders often face an erosion of trust due to role strain and competing priorities.
• Senior leaders regain trust when experience is paired with reliability and humility.

Framing trust as a generational issue causes organizations to miss what actually matters: identifying high-trust leaders and addressing trust gaps that appear at every age.

Conclusion: Trust Is Earned, Not Inherited

The relationship between age and trust is complex and frequently misunderstood. The data challenges age-based assumptions in both directions.

Trust does not automatically come with tenure, nor is it diminished by youth. It is built through relationships, expertise, and consistency—competencies available to leaders at any stage of their career.

The most effective organizations recognize this reality and invest in developing trust-building behaviors across generations. When they do, they create leadership cultures where trust is not assumed, but deliberately earned.

-Joe Folkman, President of Zenger Folkman