In military units, mutual trust between peers and leaders is fundamental to an effective organization and the implementation of mission command. This study explores the subject of trust at different hierarchical levels, specifically within the army staff and platoon context, to identify areas of improvement. The study utilized a survey based on leadership theories to gather notions from cadets and members of the army staff regarding their relationship to their commanders, aiming to contribute to organizational development. Insights gathered from this analysis allow tailoring of leadership strategies in order to improve identified issues and distribute the knowledge across the different command echelons. Results indicate that the general level of trust toward the commanders is similar between both groups with some differences. Members of the army staff generally show higher amount of role-based trust, likely due to a higher experience within the organization, whereas cadets showed a greater skepticism, assumedly due to a generally earlier stage in their careers. Structurally, the bigger amount of specialized roles of army staff members pose challenges in leadership support for development, in contrast to the more lenient approach toward mistakes observed in leadership towards cadets.