Why Employee-Manager Relationships Make or Break a Company

Written by Elago yaNamwandi

There’s an unspoken truth about the workplace that can no longer be ignored, the relationship between employees and their direct line managers is the linchpin that can make or break a company’s success. This may sound like common sense, but the nuances and implications of this dynamic are more controversial than you might think.

In some companies, employees and supervisors have healthy relationships where mutual respect, collegiality and healthy boundaries are the order of the day. While in other companies, employees and supervisors can barely sit around the same table, and they harbour feelings of resentment and even hatred towards each other. The latter is unhealthy for either party and is certainly not fair to the company, as it affects job satisfaction and productivity.

The Power of Positive Employee-Manager Relationships

Studies have shown that engaged employees are 59% less likely to seek a new job in the next 12 months. Employees who have positive relationships with their managers are more engaged, passionate, and committed to their work because they feel seen and heard, leading to higher levels of productivity and job satisfaction.

Additionally, managers who build strong connections with their team members reduce turnover rates as employees are likely to stick around when they feel valued and supported by their immediate supervisors. This not only saves recruitment costs but also retains institutional knowledge.

Moreover, healthy relationships foster open and honest communication. This can lead to a more innovative, agile and adaptable organisation as employees feel comfortable sharing their ideas and concerns with their managers.

The Dark Side of Employee-Manager Relationships

Controversially, some argue that strong employeemanager relationships can lead to favouritism or biased decision-making. Can personal connections cloud judgment regarding promotions or raises? This raises questions about fairness in the workplace.

Others argue that employees should rely more on their skills and networks to advance their careers rather than solely on managerial support. A strong dependency on one’s manager for career growth and success can hinder an employee’s ability to thrive independently.

It’s also important to note that not all employeemanager relationships are positive. In some cases, toxic relationships and relationship breakdowns can lead to a hostile work environment, creating stress and damaging morale. These situations can result in higher turnover and even legal issues for companies.

Navigating the Controversy

Nurturing positive relationships between employees and managers can drive productivity and job satisfaction. Still, it’s equally important to be aware of the potential pitfalls and challenges that might arise.

To strike the right balance, companies should train managers to build positive relationships while remaining fair and impartial in decision-making. This includes training on diversity, equity, and inclusion to reduce bias. Companies should also address toxic relationships swiftly, emphasising a respectful and inclusive workplace culture. Meanwhile, HR departments should proactively address conflicts and provide resources for conflict resolution.

The relationship between employees and their direct line managers is a complex and multifaceted issue that requires a balanced approach. The HR department has a critical role to play in equipping managers with the skills to build positive relationships. Managers in turn need to create the right environment where the employee-manager relationship can thrive for the benefit of both employees and the organisation. While employees need to recognise and respect managerial authority and adhere to company policies. Companies that achieve this delicate balance can gain a distinctive competitive edge.