Team supervision of doctoral students adds new dimensions and complexities to relationships within the teams that impact functionality of the team. Trust emerged as a significant theme in recent qualitative research into the quality of team supervision of doctoral students. Trust was cited as a key component in successful team collaborations, and the missing component in dysfunctional teams. Definitions refer to trust as the belief of truthfulness, reliability or faith in another person's abilities. My hypothesis is that trust operates as a form of power in team supervision. It is a form of power that enables voice, resilience and creativity in teams. This article concludes that placing trust in others in supervisory teams is a deliberate decision by candidates and supervisors. It is a decision to engage in a team context despite known risks and may be understood as a gamble on the reliability of others in the expectation of reciprocity. By conceptualising trust as a form of power, strategies that engender and maintain trust may be utilised more intentionally.