Table 2.

Overview of literature review

Author/s and year	Aim of the study	Study context	Design and methods	Attributes of trust and descriptions of trust in leadership
Brandrud et al. 2017 [17]	To investigate the determinants for the success of EMS as a model for quality improvement in healthcare	Terrorist attack	Qualitative study Focus group interviews with 30 healthcare professionals	Crisis management was based on knowledge, trust and continuous situational awareness analysis. Trust was dependent on continuity, not leaving anyone behind and how rigorously the leader was prepared
Deitchman et al. 2013 [18]	To identify attributes of successful crisis leadership in aviation, public safety, military operations and mining	Public health crises	Literature review and case study	Trust was manifested through maintaining situational awareness, creating team welfare and whether the leader was perceived as experienced. Open communication within the team also contributes to building trust
Hughes et al. 2022 [19]	To explore the impact of Air Force executive nurse leadership on the nursing profession	Military medical leadership	Qualitative method, interview with one person	The leader should show commitment to duty and fairness, and be honest, loyal, have integrity, accept responsibility and cover for the consequences of actions. To gain trust, the leader should praise others in public but reprimand them in private
Hylander et al. 2019 [20]	To describe emergency medical service experiences from real tunnel incidents, as reported by Oslo medical on-scene commanders	Pre-hospital tunnel accidents	Qualitative study, individual interviews with nine pre-hospital medical officers	Trust depended on personal social relations, feeling familiar with the situation and people. By getting to know each other as individuals, a sense of trust was created. Social activities created feelings of trust and built an interest in helping each other
Cao et al. 2022 [21]	To explore the ethical experiences of new nurse managers	The Covid- 19 pandemic	Qualitative study, individual interviews with 19 nursing managers	To be trusted, the managers had to ‘earn’ trust by being tested by their staff. The communication skills and physical and psychological endurance of the leader were essential components of gaining trust. Unfairness led to mistrust and a lack of coherence to instructions given
Jouanne et al. 2017 [22]	To examine elements contributing to the effectiveness of firefighting teams	Rescue operations	Observations of 34 firemen	Organisational trust was related to the team process. However, interpersonal trust was not linked with the team process. Emotional interaction between team members may have a positive influence on team effectiveness and trust
Vasset et al. 2022 [23]	To investigate long-term leader experiences with leader–member exchanges over 25 years	Major incidents and disasters	Qualitative study, interviews with eight health professionals	Trustful relationships between the leader and team were built through dialogue and confirmation of the person. Building trust and respect between people required spending time together
McLaren and Loosemore 2019 [24]	To explore swift trust theory to investigate the process of trust formation within a multinational disaster project management team formed in response to tropical cyclone Winston in Fiji in 2016	Major incident and disaster	Qualitative study, semi-structured interviews with 18 disaster responders and analysis from text documents	Traditional swift trust models need to be contextualised to disaster contexts to add value for such situations. The selection of project team members, based on reputation and formal qualifications, are both critical to the formation of trust.
Phillips et al. 2022 [25]	To explore the experience of leadership and governance during the Covid-19 pandemic from frontline clinicians and stakeholders across the Pacific region	The Covid- 19 pandemic	Mixed methods covering online survey, individual interviews and focus groups	Trust was related to open dialogue, correctness and advocating for oneself and colleagues/partners. Prioritising safety for both employees and the affected population increased the sense of trust
Rosing et al. 2022 [26]	To analyse how action and transition phases produce different task demands for leadership behaviour to enhance trust in the leader and different leader characteristics	Hypothetical leadership styles	Cohort study including 125 firefighters	Different leadership styles were needed to create trust in different phases. Dominant rather than democratic leadership promoted trust in the action phase. In contrast, democratic rather than dominant leadership created trust during transition phases
Tallach & Brohi 2022 [27]	To discuss crisis management and uncertainty	Nursing	Discussion paper	Trust does not occur spontaneously or by luck. Trust is forged through a well-established precedent of roles and leadership