La investigación sobre confianza interpersonal ha sido escasamente analizada desde la conceptualización de trabajadores latinoamericanos. Esta investigación se propuso comprender el significado que funcionarios de la salud dan a confiar en la jefatura directa. Se utilizó un diseño descriptivo-analítico y el enfoque fenomenológico para el análisis de la información. Se entrevistó a 65 funcionarios de un hospital público. Se obtuvieron 5 categorías, las dos principales cubren el 81% de las menciones y están asociadas a “Tener buena comunicación” y “Que apoyen cuando hay problemas”. Así, emerge un modelo de confianza diádica que se construye especialmente de vínculos personalizados en que los funcionarios sienten recibir protección, relacionado probablemente a un liderazgo paternalista de la jefatura, coherente con la cultura organizacional latinoamericana.

Research on interpersonal trust has been poorly analyzed from the conceptualization of Latin American workers. This research aimed to understand the meaning that health officials attribute to trust in direct leadership. A descriptive-analytical design was used, as well as a phenomenological approach for the information analysis. 65 officials of a public hospital were interviewed. A total of 5 categories were obtained, from which the main two covered 81% of the dimensions. The two main categories are related to “having good communication” and “support when there are problems”. Thus, a model of dyadic trust emerges, which is constructed especially from personalized links in which the officials perceive protection, probably related to a paternalist leadership with the bosses. Findings are consistent with the Latin American organizational culture.

Research on interpersonal trust has been poorly analyzed from the conceptualization of Latin American workers. This research aimed to understand the meaning that health officials attribute to trust in direct leadership. A descriptive-analytical design was used, as well as a phenomenological approach for the information analysis. 65 officials of a public hospital were interviewed. A total of 5 categories were obtained, from which the main two covered 81% of the dimensions. The two main categories are related to “having good communication” and “support when there are problems”. Thus, a model of dyadic trust emerges, which is constructed especially from personalized links in which the officials perceive protection, probably related to a paternalist leadership with the bosses. Findings are consistent with the Latin American organizational culture.