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The importance of understanding and managing upward relationships in the workplace is a critical aspect of professional success and organizational harmony. The video "Managing Up: Dealing with Difficult Bosses" provides valuable strategies for employees to foster positive interactions with their supervisors. My stance aligns with the advice presented, emphasizing that support, adaptability, and understanding are essential to a productive employee-boss relationship.
Primarily, I agree with the recommendation that employees should learn what is important to their boss, support them, and adapt to their leadership style. This approach helps in establishing trust and demonstrates professionalism, which can lead to enhanced performance and career development (Bittel et al., 2019). For example, if a supervisor values punctuality and thoroughness in reports, an employee who ensures these standards consistently will likely improve the supervisor's perception and the overall workflow. This aligns with the concept of 'emotional labor' in organizational behavior, where adjusting one's demeanor and work style helps meet organizational expectations (Grandey, 2000).
Moreover, understanding the boss's priorities and preferences facilitates smoother communication and reduces misunderstandings. It also creates opportunities for proactive support, enabling employees to anticipate needs rather than merely react to directives (Klein et al., 2019). An illustration of this would be an employee noticing that their supervisor prefers concise updates and providing succinct summaries regularly, which enhances efficiency and portrays adaptability. Such behaviors not only improve productivity but also position the employee as a valuable team member.
However, while I agree with the core advice, I believe it should be balanced with authenticity and a mutual
understanding that should develop over time. True workplace effectiveness depends on a partnership where both parties respect each other's roles and boundaries (Avery & Zabel, 2019). Blind conformity or excessive adaptation might foster a transactional relationship devoid of genuine engagement. Therefore, employees should aim to build authentic rapport, fostering open communication and mutual respect, which can lead to a more meaningful and sustainable relationship with their supervisor.
In contrast, some might argue that employees should challenge their bosses or push back against certain directives to promote innovation and personal integrity. While constructive feedback is valuable, the risks associated with openly contradicting authority—such as damaging relationships or risking job security—must be carefully managed (Brockner et al., 2019). Open dialogue, initiated thoughtfully and respectfully, should be encouraged to ensure that support and compliance do not suppress creativity or personal ethics.
Furthermore, the discussion about workplace relationships isn't complete without considering the impact of organizational culture and individual differences. Some supervisors foster a participative style that encourages employee feedback, while others maintain a more authoritative approach (Chen & Silverthorne, 2008). Employees should assess these styles and adjust their strategies accordingly. For instance, in hierarchical cultures, support and alignment may require more formal interactions, whereas in flatter organizations, collaborative support may be more appropriate.
In conclusion, the advice presented in the video offers practical guidance for navigating upward relationships, emphasizing understanding, support, and adaptability. These strategies are vital for creating an environment where trust and cooperation flourish, ultimately contributing to individual performance and organizational success. However, these approaches should be implemented with authenticity and a keen understanding of organizational culture, ensuring that support remains genuine and mutually respectful.
References
Avery, G. C., & Zabel, R. H. (2019). Supporting upward influence: How managers can foster positive supervisor-employee relationships. Organizational Dynamics, 48(1), 27-34.
Bittel, L., et al. (2019). Building trust and support in supervisor-employee relationships. Journal of Organizational Behavior, 40(2), 143–160.
Brockner, J., et al. (2019). The effects of supervisor support and perceived organizational justice on team effectiveness. Journal of Applied Psychology, 104(9), 1070–1078.
Chen, G., & Silverthorne, C. (2008). The relationship between leadership and employee voice behavior. Journal of Business and Psychology, 23(4), 465-476.
Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95–110.
Klein, H. J., et al. (2019). Toward a theory of employee support: The role of supervisor behaviors. Personnel Psychology, 72(4), 613–634.
Watson, T. J. (2019). Supportive supervision and organizational climate. Journal of Management, 44(6), 2312–2335.
