The Motivated Worker by Brad Ward

Author:Brad Ward
Language: eng
Format: epub
Publisher: McFarland & Company, Inc., Publishers
Published: 2020-11-11T00:00:00+00:00

Figure 11.

Undoubtedly people, in general, can only mentally and emotionally handle a few close friendships. The time that it takes to nurture and cultivate close relationships is a limited resource. Company leaders and supervisors are no different in this regard. Similar to a Facebook friends list, only a select few, of hundreds of “friends,” will be truly trusted confidantes. Most contacts on the friends list would be best placed into the acquaintance zone. And rightfully so. Likewise, managers, naturally, will only have a few insiders that they trust to share personal information. However, this inner circle will become apparent to outsiders. One study suggests that outsiders are more likely to be envious of the inner circle members and the high-quality LMX (transformational) relationship.10

Leaders must realize that in-groups and out-groups will naturally exist in any organization. It is a good management practice to minimize the magnitude of differences between both groups. Knowing they exist, managers can make focused efforts to communicate with out-group members beyond the basic, inconsequential exchanges that often take place. The in-group relationships should be kept in check, especially during work hours, to minimize favoritism, or the appearance thereof. Additionally, understanding that in-group members are more likely to be recognized, promoted, and evaluated, due to their in-group membership status, should be considered and attempts to minimize bias during these processes should be undertaken.

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