Organizational change represents a new and difficult challenge for leaders. Change creates a higher level of uncertainty for employees. During organizational change, employees face new pressures, priorities and often new job roles. Symptoms of declining employee trust include anxiety, increasing cynicism, declining trust, satisfaction and loyalty. Employees who feel threatened, unsafe or vulnerable may become inhibited and reluctant to make decisions or take risks. Leaders may find that employees “stay under the radar,” willing to make no contributions at all rather than risk doing something wrong. Change management research has largely ignored the effects of the history of organizational change in shaping employee trust. A history of poor change management results in a loss of trust and low levels of trust in the organization (Bordia, Jimmieson & Irmer, 2007). Employees may have developed skepticism about an organization's ability to manage change based on experiences of poor change management. Lack of trust in the organization often leads to reluctance on the part of employees to put themselves at risk for the organization's actions. Employee pessimism about change can create a lack of openness toward an organization's change efforts. Low employee trust is linked to lower job satisfaction, intent to leave, and ultimately exit from the organization. Employees accept change more easily in a trusting and supportive environment. Subordinates are more willing to take risks and experiment with new ways of doing things in a psychologically safe environment. During organizational change, employees become hungrier than ever for information and answers. Standard communication channels, habits and routines may not function as usual. If...... half of the paper ...... recognize that developing trust within an organization is both an opportunity and an ongoing challenge. Trust creates the foundation for effective communication, motivation and employee retention. Trusting relationships lead to synergy, interdependence and respect. References Bordia, P., Restubog, S., Jimmieson, N., & Irmer, B. (2007, August). Haunted by the past: Effects of poor management of change in history on employee attitudes and turnover. Proceedings of the Academy of Management, retrieved March 15, 2009, from the Business Source Premier database. Garand, D., & Glaser, J. (2009, January). Leadership integrity. Leadership Excellence, pp. 13, 13. Retrieved April 19, 2009 from the Business source Premier database. Tragash, H. (2006, June). Rebuilding trust. Leadership Excellence, 23(6), 17-18. Retrieved April 19, 2009, from Business Source Premier database.