Back in the 1970s, George Graen and colleagues developed the leader-member exchange (LMX) theory, which emphasized the importance of “dyadic” relationships between a leader and his/her subordinates rather that the leader’s personal traits, as had traditionally been the focus of academic studies. They found that high-quality, one-on-one relationships, leader to leader, and the “subordinate dyad” led to better performance, lower turnover, job satisfaction, and greater commitment to the organization.
Posts Tagged ‘importance of relationship’
Business isn’t run quite the same way as relationships; it would be interesting, though, if we had to create a value proposition in order to ask someone for a date. We would have to provide a concise summary of why that person would possibly want to go out with us, why we are the best choice, and what we can offer that other people cannot. We might throw in some numbers on the percentage of fun we anticipate or probability of a second date. On second thought, maybe running a business is a lot like a relationship.
Conflict is easy to deal with; nothing could be easier. When you know one party is in the right and the other is in the wrong. When you know one party is reliable, truthful, and hardworking, and the other is not. But what happens when valuable employees are engaged in conflict? Whether it is over a specific project or they have clashing personalities, it can be tough to referee these matches. Rather than taking sides, talk solutions.
Managing conflict between two (or more) good employees tends to swing along the pendulum; it is either much easier, or it is much more difficult. The challenge for managers and supervisors is to avoid being seen as choosing sides as far as outcomes and solutions are concerned.