9 Interpersonal Relationships at Work

Second to spending time with your family, you’ll probably end up spending more time working than anything else you do for the rest of your life (besides sleeping). Figure 13.1 shows you what the average full-time working person’s day is like.

We spend more time with the people we work with than the people we live with during the five-day workweek. So, it shouldn’t be too surprising that our workplace relationships tend to be very important to our overall quality of life. In previous chapters, we’ve looked at the importance of a range of different types of relationships. In this chapter, we’re going to explore some areas directly related to workplace interpersonal relationships, including professionalism, leader-follower relationships, workplace friendships, romantic relationships in the workplace, and problematic workplace relationships. Finally, we’ll end this chapter by discussing essential communication skills for work in the 21^st Century.

The Requirements of Professionalism

What is professionalism? A profession is an occupation that involves mastery of complex knowledge and skills through prolonged training, education, or practical experience. Becoming a member of a specific profession doesn’t happen overnight. Whether you seek to be a public relations expert, lawyer, doctor, teacher, welder, electrician, and so on, each profession involves that interested parties invest themselves in learning to become a professional or a member of a profession who earns their living through specified expert activity. It’s much easier to define the terms “profession” and “professional” than it is to define the term “professionalism” because each profession will have its take on what it means to be a professional within a given field.

According to the United States Department of Labor,¹ professionalism “does not mean wearing a suit or carrying a briefcase; rather, it means conducting oneself with responsibility, integrity, accountability, and excellence. It means communicating effectively and appropriately and always finding a way to be productive.” The U.S. Department of Labor’s book Skills to Pay the Bills: Mastering Soft Skills for Workplace Success goes on to note:

Professionalism isn’t one thing; it’s a combination of qualities. A professional employee arrives on time for work and manages time effectively. Professional workers take responsibility for their own behaviour and work effectively with others. High quality work standards, honesty, and integrity are also part of the package. Professional employees look clean and neat and dress appropriately for the job. Communicating effectively and appropriately for the workplace is also an essential part of professionalism.²

The Requirements of Professionalism

As you can see here, professionalism isn’t a single “thing” that can be labelled. Instead, professionalism involves the aims and behaviours that demonstrate an individual’s level of competence expected by a professional within a given profession. By the word “aims,” we mean that someone who exhibits professionalism is guided by a set of goals in a professional setting. Whether the aim is to complete a project on time or help ensure higher quarterly incomes for their organization, professionalism involves striving to help one’s organization achieve specific goals. By “behaviours,” we mean specific ways of behaving and communicating within an organizational environment. Some common behaviours can include acting ethically, respecting others, collaborating effectively, taking personal/professional responsibility, and professionally using language. Let’s look at each of these separately.

Ethics

Every year there are lapses in ethical judgment by organizations and organizational members. For our purposes, let’s look at just two years of ethical lapses.

1. We saw aviation police officers drag a bloodied pulmonologist off a plane when he wouldn’t give up his seat on United Airlines. 
2. We saw the beginnings of the #MeToo movement in October 2017 after Alyssa Milano uses the hashtag in response to actor Ashley Judd accusing media mogul Harvey Weinstein of serious sexual misconduct in an article within The New York Times. Since that critical moment, many courageous victims of sexual violence have raised their voices to take on the male elites in our society who had gotten away with these behaviours for decades.^[1]
3. Facebook (among others) was found to have accepted advertisements indirectly paid for by the Kremlin that influenced the 2016 election. The paid advertisements constituted a type of cyber warfare. 
4. Equifax had a data breach that affected 145 million people (mostly U.S. citizens as well as some British and Canadian customers) and didn’t publicly disclose this for two months. 
5. The head of the Environmental Protection Agency (EPA), Scott Pruitt, committed many ethical lapses during his tenure with the agency prompting his resignation. Some of the ethical lapses included ordering raises for two aides even when the White House rejected them, spending $3.5 million (twice times as much as his predecessor) on taxpayer-funded security, using that security to pick up his favourite moisturizing lotion and dry-cleaning, renting a room from a lobbyist who had dealings with the EPA for $50 per night, installing a $43,000 private phone booth in his office that allegedly was used once, spending $124,000 on first-class flights, purchasing two season-ticket seats at a University of Kentucky basketball game from a billionaire coal executive, tried to use his position to get his wife a Chick-fil-A franchise, and others. 

Sadly, these ethical lapses are still frequent in corporate America, and they often come with huge lawsuit settlements and/or jail time.

The word “ethics” actually is derived from the Greek word ethos, which means the nature or disposition of a culture.³ From this perspective, ethics then involves the moral center of a culture that governs behaviour. Without getting too deep, let’s just say that philosophers debate the very nature of ethics, and they have described a wide range of different philosophical perspectives on what constitutes ethics. For our purposes, ethics is the judgmental attachment to whether something is good, right, or just.

In the business world, we often talk about business ethics, which involves things like not stealing from a company; not lying to one’s boss, coworkers, or customers/clients; not taking bribes, payoffs, or kickbacks; taking credit for someone else’s work; abusing and belittling someone in the workplace; or simply letting other people get away with unethical behaviour. For example, if you know your organization has a zero-tolerance policy for workplace discrimination and you know that one supervisor is purposefully not hiring pregnant women because “they’ll just be leaving on maternity leave soon anyway,” then you are just as responsible as that supervisor. We might also add, that discriminating against someone who is pregnant or can get pregnant is also a violation of Equal Employment Opportunity law, so you can see that often the line between ethics and rules (or laws) can be blurred.

From a communication perspective, there are also ethical issues that you should be aware of. W. Charles Redding, the father of organizational communication, broke down unethical organizational communication into six specific categories.⁴

Reprinted with permission from Wrench, Punyanunt, and Ward’s (2014, Flat World Knowledge) book Organizational communication: Practice, Research, and Theory.
An organizational communication act is unethical if it is…	Such organizational communication unethically…
coercive	abuses power or authority unjustifiably invades others’ autonomy stigmatizes dissents restricts freedom of speech refuses to listen uses rules to stifle discussion and complaints
destructive	attacks others’ self-esteem, reputations, or feelings disregards other’s values engages in insults, innuendoes, epithets, or derogatory jokes uses put-downs, backstabbing, and character assassination employs so-called “truth” as a weapon violates confidentiality and privacy to gain an advantage withholds constructive feedback
deceptive	willfully perverts the truth to deceive, cheat, or defraud sends evasive or deliberately misleading or ambiguous messages employs bureaucratic euphemisms to cover up the truth
intrusive	uses hidden cameras taps telephones employs computer technologies to monitor employee behaviour disregards legitimate privacy rights
secretive	uses silence and unresponsiveness hoards information hides wrongdoing or ineptness
manipulative/exploitative	uses demagoguery gains compliance by exploiting fear, prejudice, or ignorance patronizes or is condescending toward others

Table 13.1. Redding’s Typology of Unethical Communication

As you can see, unethical organizational communication is an area many people do not overly consider.

Respect for Others

Our second category related to professionalism is respecting others. In Disney’s 1942 movie, Bambi, Thumper sees the young Bambi learning to walk, which leads to the following interaction with his mother:

Thumper: He doesn’t walk very good, does he?

Mrs. Rabbit: Thumper!

Thumper: Yes, mama?

Mrs. Rabbit: What did your father tell you this morning?

Thumper: If you can’t say something nice, don’t say nothing at all.

Sadly, many people exist in the modern workplace that needs a refresher in respect from Mrs. Rabbit today. From workplace bullying to sexual harassment, many people simply do not always treat people with dignity and respect in the workplace. So, what do we mean by treating someone with respect? There are a lot of behaviours one can engage in that are respectful if you’re interacting with a coworker or interacting with leaders or followers. Here’s a list we created of respectful behaviours for workplace interactions:

• Be courteous, polite, and kind to everyone.
• Do not criticize or nitpick at little inconsequential things.
• Do not engage in patronizing or demeaning behaviours.
• Don’t engage in physically hostile body language.
• Don’t roll your eyes when your coworkers are talking.
• Don’t use an aggressive tone of voice when talking with coworkers.
• Encourage coworkers to express opinions and ideas.
• Encourage your coworkers to demonstrate respect to each other as well.
• Listen to your coworkers openly without expressing judgment before they’ve finished speaking.
• Listen to your coworkers without cutting them off or speaking over them.
• Make sure you treat all of your coworkers fairly and equally.
• Make sure your facial expressions are appropriate and not aggressive.
• Never engage in verbally aggressive behaviour: insults, name-calling, rumor-mongering, disparaging, and putting people or their ideas down.
• Praise your coworkers more often than you criticize them. Point out when they’re doing great things, not just when they’re doing “wrong” things.
• Provide an equal opportunity for all coworkers to provide insight and input during meetings.
• Treat people the same regardless of age, gender, race, religion, sex, sexual orientation, etc.…
• When expressing judgment, focus on criticizing ideas, and not the person.

Now that we’ve looked a wide range of ways that you can show your respect for your coworkers, we would be remiss if we didn’t bring up one specific area where you can demonstrate respect, the language we use. In a recent meeting, one of our coauthors was reporting on some work that was being completed on campus and let people in the meeting know that some people were already “grandfathered in” to the pre-existing process. Without really intending to use language that was sex-based, our coauthor had. One of the other people in the room quickly quipped, “or grandmothered.” Upon contemplation, our coauthor realized that the seemingly innocuous use of the phrase “grandfathered in,” which admittedly is very common, is one that has a biological sex connotation that limits it to males. Even though our coauthor’s purpose had never been to engage in sexist language, the English language is filled with sexist language examples, and they come all too quickly to many of us because of tradition and the way we were taught the language. This experience was a perfect reminder for our coauthor about the importance of thinking about sexist and biased language and how it impacts the workplace. Table 13.2 is a list of common sexist or biased language and corresponding inclusive terms that one could use instead.

Sexist or Biased Language	Inclusive Term
Businessman	business owner, business executive, or business person
cancer victim; AIDS victim	cancer patient; person living with AIDS
chairman	chairperson or chair
confined to a wheelchair	uses a wheelchair
congressman	congressperson
Eskimo	Inuit or Aleut
fireman	firefighters
freshman	first-year student
Indian (when referring to U.S. indigenous peoples)	Native American or specific tribe
policeman	police officer
man or mankind	people, humanity, or the human race
man-hours	working hours
man-made	manufactured, machine-made, or synthetic
manpower	personnel or workforce
Negro or coloured	African American or Black
old people or elderly	senior citizens, mature adults, older adults
Oriental	Asian, Asian American, or specific country of origin
postman or mailman	postal worker or mail carrier
steward or stewardess	flight attendant
suffers from diabetes	has diabetes
to man	to operate; to staff; to cover
waiter or waitress	server

Table 13.2. Replacing Sexist or Biased Language with Inclusive Terms

Mindfulness Activity

We live in a world where respect and bias are not always acknowledged in the workplace setting. Sadly, despite decades of anti-discrimination legislation and training, we know this is still a problem. Women, minorities, and other non-dominant groups are still woefully underrepresented in a broad range of organizational positions, from management to CEO. Some industries are better than others, but this problem is still very persistent in the United States. Most of us mindlessly participate in these systems without even being consciously aware. Byron Lee put it this way:

Our brains rapidly categorize people using both obvious and subtler characteristics, and also automatically assign an unconscious evaluation (eg good or bad) and an emotional tone (ie pleasant, neutral or unpleasant) with this memory. Importantly, because these unconscious processes happen without awareness, control, intention or effort, everyone, no matter how fair-minded we might think we are, is unconsciously biased.⁵

These unconscious biases often lead us to engage in microaggressions against people we view as “other.” Microaggressions are “the everyday verbal, nonverbal, and environmental slights, snubs, or insults, whether intentional or unintentional, which communicate hostile, derogatory, or negative messages to target persons based solely upon their marginalized group membership.”⁶ Notice that microaggressions can be targeted at women, minorities, and other non-dominant groups. Research has shown us that these unconscious biases affect everything from perceptions of hire ability, to job promotions, to determining who gets laid off, and so many other areas within the workplace.

Byron Lee devised a five-point strategy for engaging in mindful intercultural interactions:

1. Preparing for your interpersonal encounter by recognizing and gently observing preconceptions, biases, emotions and sensations as part of your ongoing internal experience (Nonjudging). Bringing into awareness an intention to connect (Presence).
2. Beginning your conversation by remaining open to hear whatever the person may bring (Acceptance), and a willingness to get close to and understand another’s suffering (Empathic Concern).
3. Bringing a kindly curiosity to your own internal experience and to the experiences shared by the other person throughout the encounter (Beginner’s Mind).
4. Noticing and letting go of your urge to ‘fix’ the ‘problem’ (Non-striving) and letting the process unfold in its own time (Patience).
5. The collaborative interaction concludes when you mutually reach a way forward that reflects the other person’s world view and needs (Compassionate Action), and not your own (Letting Go).⁷

For this activity, we want you to explore some of your own unconscious biases. To start, go to the Implicit Bias Tests website run by Harvard University’s Project Implicit. On their website, you’ll find several tests that examine your unconscious or implicit biases towards various groups. Complete a couple of these tests and then ponder what your results say about your own unconscious biases. After completing the tests, answer the following questions:

1. Were you surprised by your scores on the Implicit Bias Tests? Why?
2. How do you think your own implicit biases impact how you interact with others interpersonally?
3. How can you be more mindful of your interactions with people from different groups in the future?

Personal Responsibility

Let’s face it; we all make mistakes. Making mistakes is a part of life. Personal responsibility refers to an individual’s willingness to be accountable for what they feel, think, and behave. Whether we’re talking about our attitudes, our thought processes, or physical/communicative behaviours, personal responsibility is simply realizing that we are in the driver’s seat and not blaming others for our current circumstances. Now, this is not to say that there are never external factors that impede our success. Of course, there are. This is not to say that certain people have a leg-up on life because of a privileged background, of course, some people have. However, personal responsibility involves differentiating between those things we can control and those things that are outside of our control. For example, I may not be able to control a coworker who decides to yell at me, but I can control how I feel about that coworker, how I think about that coworker, and how I choose to respond to that coworker. Here are some ways that you can take personal responsibility in your own life (or in the workplace):

• Acknowledge that you are responsible for your choices in the workplace.
• Acknowledge that you are responsible for how you feel at work.
• Acknowledge that you are responsible for your behaviours at work.
• Accept that your choices are yours alone, so you can’t blame someone else for them.
• Accept that your sense of self-efficacy and self-esteem are yours.
• Accept that you can control your stress and feelings of burnout.
• Decide to invest in your self-improvement.
• Decide to take control of your attitudes, thoughts, and behaviours.
• Decide on specific professional goals and make an effort and commitment to accomplish those goals.

Although you may have the ability to take responsibility for your feelings, thoughts, and behaviours, not everyone in the workplace will do the same. Most of us will come in contact with coworkers who do not take personal responsibility. Dealing with coworkers who have a million and one excuses can be frustrating and demoralizing.

Excuse-making occurs any time an individual attempts to shift the blame for an individual’s behaviour from reasons more central to the individual to sources outside of their control in the attempt to make themselves look better and more in control.⁸ For example, an individual may explain their tardiness to work by talking about how horrible the traffic was on the way to work instead of admitting that they slept in late and left the house late. People make excuses because they fear that revealing the truth would make them look bad or out of control. In this example, waking up late and leaving the house late is the fault of the individual, but they blame the traffic to make themself look better and in control even though they were late.

Excuse-making happens in every facet of life, but excuse-making in the corporate world can be highly problematic. For example, research has shown that when front-line service providers engage in excuse-making, they are more likely to lose return customers as a result.⁹ In one study, when salespeople attempted to excuse their lack of ethical judgment on their customer’s lack of ethics, supervisors tended to punish more severely those who engaged in excuse-making than those who had not.¹⁰ Of course, even an individual’s peers can become a little annoyed (or downright disgusted) by a colleague who always has a handy excuse for their behaviour. For this reason, Amy Nordam recommends using the ERROR method when handling a situation where your behaviour was problematic: Empathy, Responsibility, Reason, Offer Reassurance.¹¹ Here is an example Nordam uses to illustrate the ERROR method:

I hate that you [burden placed on person] because of me (Empathy). I should have thought things out better (Responsibility), but I got caught up in [reason for behaviour] (Reason). Next time I’ll [preventative action] (Offer Reassurance).

As you can see, the critical parts of this response involve validating the other person, taking responsibility, and providing an explanation for how you’ll behave in the future to avoid similar problems.

Language Use

In the workplace, the type of language and how we use language is essential. In a 2016 study conducted by PayScale,¹² researchers surveyed 63,924 managers. The top 3 Hard-Skills managers reported that new college graduates lack are writing proficiency (44%), public speaking (39%), and data analysis (36%). The top 3 Soft Skills the managers reported that new college graduates lack are critical thinking/problem-solving (60%), attention to detail (56%), and communication (46%). One of the most important factors of professionalism in today’s workplace is effective written and oral communication. From the moment someone sends in a resume with a cover letter, their language skills are being evaluated, so knowing how to use both formal language effectively and jargon/specialized language is paramount for success in the workplace.

Formal Language

Formal language is a specific writing and spoken style that adheres to strict conventions of grammar. This is in contrast to informal language, which is more common when we speak. In the workplace, there are reasons why someone would use both formal and informal language. Table 13.3 provides examples of formal and informal language choices.

Characteristic	Informal	Formal
Contraction	I won’t be attending the meeting on Friday.	I will not be attending the meeting on Friday.
Phrasal Verbs	The report spelled out the need for more resources.	The report illustrated the need for more resources.
Slang/ Colloquialism	The nosedive in our quarterly earnings came out of left field.	The downturn in our quarterly earnings was unexpected.
First-Person Pronouns	I considered numerous research methods before deciding to use an employee satisfaction survey.	Numerous research methods were considered before deciding to use an employee satisfaction survey.
	We need to come together to complete the organization’s goals.	The people within the organization must work towards the organization’s goals.

Table 13.3 Formal and Informal Language Choices

As you can see from Table 13.3, formal language is less personal and more professional in tone than informal language. Some key factors of formal language include complex sentences, use of full words, and the third person. Informal language, on the other hand, is more colloquial or common in tone; it contains simple, direct sentences; uses contractions and abbreviations, and allows for a more personal approach that includes emotional displays. For people entering the workplace, learning how to navigate both formal and informal language is very beneficial because different circumstances will call for both in the workplace. If you’re writing a major report for shareholders, then knowing how to use formal language is very important. On the other hand, if you’re a PR professional speaking on behalf of an organization, speaking to the media using formal language could make you (and your organization) look distant and disconnected, so using informal language can help in this case.

Use of Jargon/Specialized Language

Every industry is going to be filled with specialized jargon or the specialized or technical language particular to a specific profession, occupation, or group that is either meaningless or difficult for outsiders to understand. For example, if I informed that we conducted a “factor analysis with a varimax rotation,” most of your heads would immediately start to spin. However, for those of us who study human communication from a social scientific perspective, we would all know what that phrase means because we learned it during our training in graduate school. If you walked into a hospital and heard an Emergency Department (ED) physician referring to the GOMER in bay 9, most of you would be equally perplexed. Every job has some jargon, so part of being a professional is learning the jargon within your industry and peripherally related sectors as well. For example, if you want to be a pharmaceutical sales representative, learning some of the jargon of an ED (notice they’re not called ERs anymore). Trust us, watching the old television show ER isn’t going to help you learn this jargon very well either.¹³

Instead, you have to spend time within an organization or field to pick up the necessary jargon. However, you can start this process as an undergraduate by joining student groups associated with specific fields. If you want to learn the jargon of public relations, join the Public Relations Student Society of America. If you want to go into training and development, becoming a student member of the Association for Talent Development. Want to go into nonprofit work, become a member of the Association for Volunteer Administration or the Young Nonprofit Professionals Network. If you do not have a student chapter of one of these groups on your campus, then find a group on LinkedIn or another social networking site aimed at professionals. One of the great things about modern social networking is the ability to watch professionals engaging in professional dialogue virtually. By watching the discussions in LinkedIn groups, you can start to pick up on the major issues of a field and some of the everyday jargon.

Leader-Follower Relationships

Perspectives on Leadership

When you hear the word “leader” what immediately comes to your mind? What about when you hear the word “follower?” The words “leader” and “follower” bring up all kinds of examples (both good and bad) for most of us. We’ve all experienced times when we’ve followed a fantastic leader, and we’ve had times when we’ve worked for a less than an effective leader. At the same time, are we always the best followers? This section is going to examine prevailing theories related to leadership (situational-leadership theory and leader-member exchange theory), and then we’ll end the section discussing the concept of followership.

Hersey and Blanchard’s Situational-Leadership Theory

One of the most commonly discussed models of leadership is Paul Hersey and Kenneth Blanchard Situational-Leadership Model (https://www.situational.com/). The model is divided into two dimensions: task (leader directive behaviour) and relational (leader supportive behaviour).¹⁴ Hersey and Blanchard’s Situational-Leadership Model starts with the basic idea that not all employees have the same needs. Some employees need a lot more hand-holding and guidance than other employees, and some employees need more relational contact than others. As such, Hersey and Blanchard defined leadership along two continuums: supportive and directive. Supportive leadership behaviour occurs when a leader is focused on providing relational support for their followers; whereas, directive support involves overseeing the day-to-day tasks that a follower accomplishes. As a leader and follower progress in their relationship, Hersey and Blanchard argue that the nature of their relationship often changes. Figure 13.2 contains the basic model proposed by Hersey and Blanchard and is ultimately broken into four leadership styles: directing, coaching, supporting, and delegating.¹⁵

Directing

Hersey and Blanchard’s first type of leader is the directing leader. Directing leaders set the basic roles an individual has and the tasks an individual needs to accomplish. After setting these roles and tasks, the leader then monitors and oversees these followers closely. From a communication perspective, these leaders tend to make decisions and then communicate them to their followers. There tends to be little to no dialogue about either roles or tasks.

Coaching

Hersey and Blanchard’s second type of leader is the coaching leader. Coaching leaders still set the basic roles and tasks that need to be accomplished by specific followers, but they allow for input from their followers. As such, the communication between coaching leaders and their followers tends to be more interactive instead of one-way. However, the ultimate decisions about roles and tasks are still ultimately the leader’s decision.

Supporting

Hersey and Blanchard’s third type of leader is the supporting leader. As a leader becomes more accustomed to a follower’s ability to accomplish tasks and take responsibility for those tasks, a leader may become more supportive. A supporting leader allows followers to make the day-to-day decisions related to getting tasks accomplished, but determining what tasks need to be accomplished is a mutually agreed upon decision. In this case, the leader is more like a facilitator of a follower’s work instead of dictating the follower’s work.

Delegating

Hersey and Blanchard’s final type of leader is the delegating leader. The delegating leader is one where the follower and leader are mutually involved in the basic decision making and problem-solving process. Still, the ultimate control for accomplishing tasks is left up to the follower. Followers ultimately determine when they need a leader’s support and how much support is needed. As you can see from Figure 13.2, these relationships are ones that are considered highly developed and ultimately involve a level of trust on both sides of the leader-follower relationship.

Leader-Member Exchange Relationships

George Graen¹⁶ proposed a different type of theory for understanding leadership. In Graen’s leader-member exchange (LMX) theory, leaders have limited resources and can only take on high-quality relationships with a small number of followers. For this reason, some relationships are characterized as high-quality LMX relationships, but most relationships are characterized as low-quality LMX relationships. High-quality LMX relationships are those “characterized by greater input in decisions, mutual support, informal influence, trust, and greater negotiating latitude.”

In contrast, low-quality LMX relationships “are characterized by less support, more formal supervision, little or no involvement in decisions, and less trust and attention from the leader.”¹⁷ Ultimately, many positive outcomes happen for a follower who enters into a high LMX relationship with a leader. Before looking at some positive outcomes from high LMX relationships, we’re first going to examine the stages involved in the creation of these relationships.

Stages of LMX Relationships

So, you may be wondering how LMX relationships are developed. George B. Graen and Mary Uhl-Bien¹⁸ created a three-stage model for the development of LMX relationships. Figure 13.3 represents the three different stages discussed by Graen and Uhl-Bien: stranger, acquaintance, and partner.

Stranger Stage

The first stage of LMX relationships is the stranger stage, and this is the beginning of the creation of an LMX relationship. Most LMX relationships never venture beyond the stranger stage because of the resources needed on both the side of the follower and the leader to progress further.

As you can see from Figure 13.3, the stranger stage is one where their self-interests primarily guide the follower and the leader. These exchanges generally involve what Graen and Uhl-Bien call a “cash and carry” relationship. Cash and carry refers to the idea that some stores don’t utilize credit, so all purchases are made in cash, and customers carry their purchased goods right then. In the stranger stage, interactions between a follower and leader follow this same process. The leader helps the follower and gets something immediately in return. Low levels of trust mark these relationships, and interactions tend to be carried out through scripted forms of communication within the normal hierarchical structure of the organization.

Acquaintance Stage

The second stage of high-quality LMX relationships is the acquaintance stage or exchanges between a leader and follower become more normalized and aren’t necessarily based on a cash and carry system. According to Graen and Uhl-Bien, “Leaders and followers may begin to share greater information and resources, on both a personal and work level. These exchanges are still limited, however, and constitute a ‘testing’ stage—with the equitable return of favours within a limited time perspective.”¹⁹ At this point, neither the leader nor the follower expects to get anything immediately in return within the exchange relationship. Instead, they start seeing this relationship as something that has the potential for long-term benefits for both sides. There also is a switch from purely personal self-interests to a combination of both self-interests and the interests of one’s team or organization.

Partner Stage

The final stage in the development of LMX relationships is the partner stage or the stage where a follower stops being perceived as a follower and starts being perceived as an equal or colleague. A level of maturity marks these relationships. Even though the two people within the exchange relationship may still have titles of leader and follower, there is a sense of equality between the individuals within the relationship.

Outcomes of High LMX Relationships

Ultimately, high LMX relationships take time to develop, and most people will not enter into a high LMX relationship within their lifetime. These are special relationships but can have a wildly powerful impact on someone’s career and life. The following are some of the known outcomes of high LMX relationships when compared to those in low LMX relationships:

1. Increased productivity (both quality and quantity).
2. Increased job satisfaction.
3. Less likely to quit.
4. Increased supervisor satisfaction.
5. Increased organizational commitment.
6. Increased satisfaction with the communication practices of the team and organization.
7. Increased clarity about one’s role in the organization.
8. Increased likelihood to go beyond their job duties to help other employees.
9. Higher levels of success in their careers.
10. Increased likelihood of providing honest feedback.
11. Increased motivation at work.
12. Higher levels of influence within their organization.
13. Receive more desirable work assignments.
14. Higher levels of attention and support from organizational leaders.
15. Increased organizational participation. ^{20, 21, 22, 23}

Research Spotlight

In a 2019 article, Leah Omilion-Hodges, Scott Shank, and Christine Packard wanted to find out what young adults want in a manager. To start, the researchers orally interviewed 22 undergraduate students (mean age was 22). They asked the students about the general desires they have for managers, which included questions about general management style and communication (frequency and quality). Previous research by Omilon-Hodges and Christine Sugg had determined five management archetypes, which was reaffirmed in the current study:²⁴

1. Mentor: An empathetic advocate, professional, and personal guide.
2. Manager: A proxy for organizational leadership who takes a transactional approach to leader-follower relationships.
3. Teacher: Seen as a traditional educator who provides role-testing episodes, clear feedback, and opportunities for redemption and growth.
4. Friend: Although in a managerial position, perceived as an informed and approachable peer.
5. Gatekeeper: A high-status actor who is positioned to either advocate for or against an employee. ²⁵

In the current set of focus group interviews, the researchers focused more on the communicative and relational behaviours students wanted out of managers:

1. Mentor: Role model, leads by example, makes and leaves an impact, advocate, and life coach.
2. Manager: The nuts and bolts of a functional organization, lack of personal relationship, monitor and delegate tasks, maintain the establishment, structured and organized, stick to the plan, follow rules and regulations, strictly business, rules, hierarchy, protocol, and proficient.
3. Teacher: Dedicated, provide learning opportunities, supportive, dedicated to growth of the organization, information delegation, provides necessary resources, provides explicit directions and feedback, one-on-one instruction.
4. Friend: Well-developed relationship outside of work, empathetic; support in all areas of your life, similarity, identity development, values employees as whole people, relationally focused.
5. Gatekeeper: Removed from day-to-day operations, strategic, can help you advance or hold you back, rules and regulation abiding, restricts information at their discretion, communicates only to influence, controls the successes and or failures of followers. ²⁶

With the focus groups completed, the researchers used what they learned to create a 54-item measure of management archetypes, which they then tested with a sample of 153 participants. During the analysis process, the researchers lost the gatekeeper set of questions, but the other four management archetypes held firm. This study was confirmed in a third study using 249 students.

Omilion-Hodges, L. M., Shank, S. E., & Packard, C. M. (2019). What young adults want: A multistudy examination of vocational anticipatory socialization through the lens of students’ desired managerial communication behaviours. Management Communication Quarterly, 33(4), 512–547. https://doi.org/10.1177/0893318919851177

Followership

Although there is a great deal of leadership about the concepts of leadership, there isn’t as much about people who follow those leaders. Followership is “the act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals.”²⁷

Ira Chaleff (http://www.courageousfollower.net/) was one of the first researchers to examine the nature of followership in his book, The Courageous Follower.²⁸ Chaleff believes that followership is not something that happens naturally for a lot of people, so it is something that people must be willing to engage in. From this perspective, followership is not a passive behaviour. Ultimately, followership can be broken down into two primary factors: the courage to support the leader and the courage to challenge the leader’s behaviour and policies. Figure 13.4 represents the general breakdown of Chaleff’s four types of followers: resource, individualist, implementer, and partner. Before proceeding, you may want to watch the video Chaleff produced that uses tango to illustrate his basic ideas of followership (https://youtu.be/Cswrnc1dggg).

Resource

The first follower style discussed by Chaleff is the resource. Resources will not challenge or support their leader. Chaleff argues that resources generally lack the intellect, imagination, and courage to do more than what is asked of them. When it comes to resources, they usually do what is requested of them, but nothing that goes beyond that.

Individualist

The second followership style is the individualist. Individualists tend to do what they think is best in the organization, not necessarily what they’ve been asked to do. It’s not that individualists are inherently bad followers; they have their perspectives on how things should get accomplished and are more likely to follow their perspectives than those of their leaders. Individualists provide little support for their leaders, and they are the first to speak out with new ideas that contradict their leader’s ideas.

Implementer

The third followership style is the implementer. Implementers are very important for organizations because they tend to do the bulk of the day-to-day work that needs to be accomplished. Implementers busy themselves performing tasks and getting things done, but they do not question or challenge their leaders.

Partner

The final type of followership is the partner. Partners have an inherent need to be seen as equal to their leaders with regard to both intellect and skill levels. Partners take responsibility for their own and their leader’s ideas and behaviours. Partners do support their leaders but have no problem challenging their leaders. When they do disagree with their leaders, partners point out specific concerns with their leader’s ideas and behaviours.

Coworker (Peer Relationships)

Characteristics of Coworker Relationships

According to organizational workplace relationship expert Patricia Sias, peer coworker relationships exist between individuals who exist at the same level within an organizational hierarchy and have no formal authority over each other.²⁹ According to Sias, we engage in these coworker relationships because they provide us with mentoring, information, power, and support. Let’s look at all four of these.

Sias’ Reasons for Workplace Relationships

Mentoring

First, our coworker relationships are a great source for mentoring within any organizational environment. It’s always good to have that person who is a peer that you can run to when you have a question or need advice. Because this person has no direct authority over you, you can informally interact with this person without fear of reproach if these relationships are healthy. We’ll discuss what happens when you have nonhealthy relationships in the next section.

Sources of Information

Second, we use our peer coworker relationships as sources for information. One of our coauthors worked in a medical school for a while. Our coauthor quickly realized that there were some people he could talk to around the hospital who would gladly let our coauthor know everything that was going on around the place. One important caveat to all of this involves the quality of the information we are receiving. By information quality, Sias refers to the degree to which an individual perceives the information they are receiving as accurate, timely, and useful. Ever had that one friend who always has great news, that everyone else heard the previous week? Yeah, not all information sources provide you with quality information. As such, we need to establish a network of high-quality information sources if we are going to be successful within an organizational environment.

Issues of Power

Third, we engage in coworker relationships as an issue of power. Although two coworkers may exist in the same run within an organizational hierarchy, it’s important also to realize that there are informal sources of power as well. In the next chapter, we are going to explore the importance of power within interpersonal relationships in general. For now, we’ll say that power can be useful and helps us influence what goes on within our immediate environments. However, power can also be used to control and intimidate people, which is a huge problem in many organizations.

Social Support

The fourth reason we engage in peer coworker relationships is social support. For our purposes, let’s define social support as the perception and actuality that an individual receives assistance, care, and help from those people within their life. Let’s face it; there’s a reason corporate America has been referred to as the concrete jungle, circuses, or theatres of the absurd. Even the best organization in the world can be trying at times. The best boss in the world will eventually get under your skin about something. We’re humans; we’re flawed. As such, no organization is perfect, so it’s always important to have those peer coworkers we can go to who are there for us. One of our coauthors has a coworker our coauthor calls whenever our coauthor needs to be “talked off the ledge.” Our coauthor likes higher education and loves being a professor, but occasionally something happens, and our coauthor needs the coworker to vent to about something that has occurred. For the most part, our coauthor doesn’t want the coworker to solve a problem; our coauthor just wants someone to listen as our coauthor vents. We all need to de-stress in the workplace, and having peer coworker relationships is one way we do this.

Other Characteristics

In addition to the four characteristics discussed by Sias, Jessica Methot³⁰ argued that three other features are also important: trust, relational maintenance, and ability to focus.

Trust

Methot defines trust as “the willingness to be vulnerable to another party with the expectation that the other party will behave with the best interest of the focal individual.”³¹ In essence, in the workplace, we eventually learn how to make ourselves vulnerable to our coworkers believing that our coworkers will do what’s in our best interests. Now, trust is an interesting and problematic concept because it’s both a function of workplace relationships but also an outcome. For coworker relationships to work or operate as they should, we need to be able to trust our coworkers. However, the more we get to know our coworkers and know they have our best interests at heart, then the more we will ultimately trust our coworkers. Trust develops over time and is not something that is not just a bipolar concept of trust or doesn’t trust. Instead, there are various degrees of trust in the workplace. At first, you may trust your coworkers just enough to tell them surface level things about yourself (e.g., where you went to college, major, hometown, etc.), but over time, as we’ve discussed before in this book, we start to self-disclose as deeper levels as our trust increases. Now, most coworker relationships will never be intimate relationships or even actual friendships, but we can learn to trust our coworkers within the confines of our jobs.

Relational Maintenance

Kathryn Dindia and Daniel J. Canary wrote that definitions of the term “relational maintenance” could be broken down into four basic types:

1. To keep a relationship in existence;
2. To keep a relationship in a specified state or condition;
3. To keep a relationship in a satisfactory condition; and
4. To keep a relationship in repair.³²

Mithas argues that relational maintenance is a difficult task in any context. Still, coworker relationships can have a range of negative outcomes if organizational members have difficulty maintaining their relationships with each other. For this reason, Mithas defines maintenance difficulty as “the degree of difficulty individuals experience in interpersonal relationships due to misunderstandings, incompatibility of goals, and the time and effort necessary to cope with disagreements.”³³ Imagine you have two coworkers who tend to behave in an inappropriate fashion nonverbally. Maybe he sits there and rolls his eyes at everything his coworker says, or perhaps she uses exaggerated facial expressions to mock her coworker when he’s talking. Having these types of coworkers will cause us (as a third party witnessing these problems) to spend more time trying to maintain relationships with both of them. On the flip side, the relationship between our two coworkers will take even more maintenance to get them to a point where they can just be collegial in the same room with each other. The more time we have to spend trying to decrease tension or resolve interpersonal conflicts in the workplace, the less time we will ultimately have on our actual jobs. Eventually, this can leave you feeling exhausted feeling and emotionally drained as though you just don’t have anything else to give. When this happens, we call this having inadequate resources to meet work demands. All of us will eventually hit a wall when it comes to our psychological and emotional resources. When we do hit that wall, our ability to perform job tasks will decrease. As such, it’s essential that we strive to maintain healthy relationships with our coworkers ourselves, but foster an environment that encourages our coworkers to maintain healthy relationships with each other. However, it’s important to note that some people will simply never play well in the sandbox others. Some coworker relationships can become so toxic that minimizing contact and interaction can be the best solution to avoid draining your psychological and emotional resources.

Ability to Focus

Have you ever found your mind wandering while you are trying to work? One of the most important things when it comes to getting our work done is having the ability to focus. Within an organizational context, Methot defines “ability to focus” as “the ability to pay attention to value-producing activities without being concerned with extraneous issues such as off-task thoughts or distractions.”³⁴ When individuals have healthy relationships with their coworkers, they are more easily able to focus their attention on the work at hand. On the other hand, if your coworkers always play politics, stabbing each other in the back, gossiping, and engaging in numerous other counterproductive workplace (or deviant workplace) behaviours, then it’s going to be a lot harder for you to focus on your job.

Types of Coworker Relationships

Now that we’ve looked at some of the characteristics of coworker relationships, let’s talk about the three different types of coworkers research has categorized. Kathy Kram and Lynn Isabella³⁵ found that there are essentially three different types of coworker relationships in the workplace: information peer, collegial peer, and special peer. Figure 13.5 illustrates the basic things we get from each of these different types of peer relationships.

Information Peers

Information peers are so-called because we rely on these individuals for information about job tasks and the organization itself. As you can see from Figure 13.5, there are four basic types of activities we engage information peers for information sharing, workplace socialization/onboarding, networking, and knowledge management/maintenance.

Information Sharing

First, we share information with our information peers. Of course, this information is task-focused, so the information is designed to help us complete our job better.

Workplace Socialization and Onboarding

Second, information peers are vital during workplace socialization or onboarding. Workplace socialization can be defined as the process by which new organizational members learn the rules (e.g., explicit policies, explicit procedures, etc.), norms (e.g., when you go on break, how to act at work, who to eat with, who not to eat with, etc.), and culture (e.g., innovation, risk-taking, team orientation, competitiveness, etc.) of an organization. Organizations often have a very formal process for workplace socialization that is called onboarding. Onboarding is when an organization helps new members get acquainted with the organization, its members, its customers, and its products/services.

Networking

Third, information peers help us network within our organization or a larger field. Half of being successful in any organization involves getting to know the key players within the organization. Our information peers will already have existing relationships with these key players, so they can help make introductions. Furthermore, some of our peers may connect with others in the field (outside the organization), so they could help you meet other professionals as well.

Knowledge Management/Maintenance

Lastly, information peers help us manage and maintain knowledge. During the early parts of workplace socialization, our information peers will help us weed through all of the noise and focus on the knowledge that is important for us to do our jobs. As we become more involved in an organization, we can still use these information peers to help us acquire new knowledge or update existing knowledge. When we talk about knowledge, we generally talk about two different types: explicit and tacit. Explicit knowledge is information that is kept in some retrievable format. For example, you’ll need to find previously written reports or a list of customers’ names and addresses. These are examples of the types of information that physically (or electronically) may exist within the organization. Tacit knowledge, on the other hand, is the knowledge that’s difficult to capture permanently (e.g., write down, visualize, or permanently transfer from one person to another) because it’s garnered from personal experience and contexts. Informational peers who have been in an organization for a long time will have a lot of tacit knowledge. They may have an unwritten history of why policies and procedures are the way they are now, or they may know how to “read” certain clients because they’ve spent decades building relationships. For obvious reasons, it’s much easier to pass on explicit knowledge than implicit knowledge.

Collegial Peers

The second class of relationships we’ll have in the workplace are collegial peers or relationships that have moderate levels of trust and self-disclosure and is different from information peers because of the more openness that is shared between two individuals. Collegial peers may not be your best friends, but they are people that you enjoy working with. Some of the hallmarks of collegial peers include career strategizing, job-related feedback, recognizing competence/performance, and friendship.

Career Strategizing

First, collegial peers help us with career strategizing. Career strategizing is the process of creating a plan of action for one’s career path and trajectory. First, notice that career strategizing is a process, so it’s marked by gradual changes that help you lead to your ultimate result. Career strategizing isn’t something that happens once, and we stay on that path for the rest of our lives. Often or intended career paths take twists and turns we never expected nor predicted. However, our collegial peers are often great resources for helping us think through this process either within a specific organization or a larger field.

Job-Related Feedback

Second, collegial peers also provide us with job-related feedback. We often turn to those who are around us the most often to see how we are doing within an organization. Our collegial peers can provide us this necessary feedback to ensure we are doing our jobs to the utmost of our abilities and the expectations of the organization. Under this category, the focus is purely on how we are doing our jobs and how we can do our jobs better.

Recognizing Competence/Performance

Third, collegial peers are usually the first to recognize our competence in the workplace and recognize us for excellent performance. Generally speaking, our peers have more interactions with us on the day-to-day job than does middle or upper management, so they are often in the best position to recognize our competence in the workplace. Our competence in the workplace can involve having valued attitudes (e.g., liking hard work, having a positive attitude, working in a team, etc.), cognitive abilities (e.g., information about a field, technical knowledge, industry-specific knowledge, etc.), and skills (e.g., writing, speaking, computer, etc.) necessary to complete critical work-related tasks. Not only do our peers recognize our attitudes, cognitive abilities, and skills, they are also there to pat us on the backs and tell us we’ve done a great job when a task is complete.

Friendship

Lastly, collegial peers provide us a type of friendship in the workplace. They offer us a sense of camaraderie in the workplace. They also offer us someone we can both like and trust in the workplace. Now, it’s important to distinguish this level of friendships from other types of friendships we have in our lives. Collegial peers are not going to be your “best friends,” but they will offer you friendships within the workplace that make work more bearable and enjoyable. At the collegial level, you may not associate with these friends outside of work beyond workplace functions (e.g., sitting next to each other at meetings, having lunch together, finding projects to work on together, etc.). It’s also possible that a group of collegial peers will go to events outside the workplace as a group (e.g., going to happy hour, throwing a holiday party, attending a baseball game, etc.).

Special Peers

The final group of peers we work with are called special peers. Kram and Isabella note that special peer relationships “involves revealing central ambivalences and personal dilemmas in work and family realms. Pretense and formal roles are replaced by greater self-disclosure and self-expression.”³⁶ Special peer relationships are marked by confirmation, emotional support, personal feedback, and friendship.

Confirmation

First, special peers provide us with confirmation. When we are having one of our darkest days at work and are not sure we’re doing our jobs well, our special peers are there to let us know that we’re doing a good job. They approve of who we are and what we do. These are also the first people we go to when we do something well at work.

Emotional Support

Second, special peers provide us with emotional support in the workplace. Emotional support from special peers comes from their willingness to listen and offer helpful advice and encouragement. Kelly Zellars and Pamela Perrewé have noted there are four types of emotional social support we get from peers: positive, negative, non-job-related, and empathic communication.³⁷ Positive emotional support is when you and a special peer talk about the positive sides to work. For example, you and a special peer could talk about the joys of working on a specific project. Negative emotional support, on the other hand, is when you and a special peer talk about the downsides to work. For example, maybe both of you talk about the problems working with a specific manager or coworker. The third form of emotional social support is non-job-related or talking about things that are happening in your personal lives outside of the workplace itself. These could be conversations about friends, family members, hobbies, etc. A good deal of the emotional social support we get from special peers has nothing to do with the workplace at all. The final type of emotional social support is empathic communication or conversations about one’s emotions or emotional state in the workplace. If you’re having a bad day, you can go to your special peer, and they will reassure you about the feelings you are experiencing. Another example is talking to your special peer after having a bad interaction with a customer that ended with the customer yelling at you for no reason. After the interaction, you seek out your special peer, and they will confirm your feelings and thoughts about the interaction.

Personal Feedback

Third, special peers will provide both reliable and candid feedback about you and your work performance. One of the nice things about building an intimate special peer relationship is that both of you will be honest with one another. There are times we need confirmation, but then there are times we need someone to be bluntly honest with us. We are more likely to feel criticized and hurt when blunt honesty comes from someone when we do not have a special peer relationship. Special peer relationships provide a safe space where we can openly listen to feedback even if we’re not thrilled to receive that feedback.

Friendship

Lastly, special peers also offer us a sense of deeper friendship in the workplace. You can almost think of special peers as your best friend(s) within the workplace. Most people will only have one or maybe two people they consider a special peer in the workplace. You may be friendly with a lot of your peers (i.g., collegial peers), but having that special peer relationship is deeper and more meaningful.

A Further Look at Workplace Friendships

At some point, a peer coworker relationship may, or may not, evolve into a workplace friendship. According to Patricia Sias, there are two key hallmarks of a workplace friendship: voluntariness and personalistic focus. First, workplace friendships are voluntary. Someone can assign you a mentor or a mentee, but that person cannot make you form a friendship with that person. Most of the people you work with will not be your friends. You can have amazing working relationships with your coworkers, but you may only develop a small handful of workplace friendships. Second, workplace friendships have a personalistic focus. Instead of just viewing this individual as a coworker, we see this person as someone who is a whole individual who is a friend. According to research, workplace friendships are marked by higher levels of intimacy, frankness, and depth than those who are peer coworkers.³⁸

Friendship Development in the Workplace

According to Patricia Sias and Daniel Cahill, workplace friendships are developed by a series of influencing factors: individual/personal factors, contextual factors, and communication changes. ³⁹ First, some friendships develop because we are drawn to the other person. Maybe you’re drawn to a person in a meeting because she has a sense of humour that is similar to yours, or maybe you find that another coworker’s attitude towards the organization is exactly like yours. Whatever the reason we have, we are often drawn to people that are like us. For this reason, we are often drawn to people who resemble ourselves demographically (e.g., age, sex, race, religion, etc.).

A second reason we develop relationships in the workplace is because of a variety of different contextual factors. Maybe your office is right next to someone else’s office, so you develop a friendship because you’re next to each other all the time. Perhaps you develop friendships because you’re on the same committee or put on the same work project with another person. In large organizations, we often end up making friends with people simply because we get to meet them. Depending on the size of your organization, you may end up meeting and interact with a tiny percentage of people, so you’re not likely to become friends with everyone in the organization equally. Other organizations provide a culture where friendships are approved of and valued. In the realm of workplace friendship research, two important factors have been noticed concerning contextual factors controlled by the organization: opportunity and prevalence.⁴⁰ Friendship opportunity refers to the degree to which an organization promotes and enables workers to develop friendships within the organization. Does your organization have regular social gatherings for employees? Does your organization promote informal interaction among employees, or does it clamp down on coworker communication? Not surprisingly, individuals who work in organizations that allow for and help friendships tend to be satisfied, more motivated, and generally more committed to the organization itself.

Friendship prevalence, on the other hand, is less of an organizational culture and more the degree to which an individual feels that they have developed or can develop workplace friendships. You may have an organization that attempts to create an environment where people can make friends, but if you don’t think you can trust your coworkers, you’re not very likely to make workplace friends. Although the opportunity is important when seeing how an individual responds to the organization, friendship prevalence is probably the more important factor of the two. If I’m a highly communicative apprehensive employee, I may not end up making any friends at work, so I may see my workplace place as just a job without any commitment at all. When an individual isn’t committed to the workplace, they will probably start looking for another job.⁴¹

Lastly, as friendships develop, our communication patterns within those relationships change. For example, when we move from being just an acquaintance to being a friend with a coworker, we are more likely to increase the amount of communication about non-work and personal topics. When we transition from friend to close friend, Sias and Cahill note that this change is marked by decreased caution and increased intimacy. Furthermore, this transition in friendship is characterized by an increase in discussing work-related problems. The final transition from a close friend to “almost best” friend. According to Sias and Cahill, “Because of the increasing amount of trust developed between the coworkers, they felt freer to share opinions and feelings, particularly their feelings about work frustrations. Their discussion about both work and personal issues became increasingly more detailed and intimate.”⁴²

Relationship Disengagement

Thus far, we’ve talked about workplace friendships as positive factors in the workplace, but any friendship can sour. Some friendships sour because one person moves into a position of authority of the other, so there is no longer perceived equality within the relationship. Other friendships occur when there is a relationship violation of some kind (see Chapter 8). Some friendships devolve because of conflicting expectations of the relationship. Maybe one friend believes that giving him a heads up about insider information in the workplace is part of being a friend, and the other person sees it as a violation of trust given to her by her supervisors. When we have these conflicting ideas about what it means to “be a friend,” we can often see a schism that gets created. So, how does an individual get out of workplace friendships? Patricia Sias and Tarra Perry were the first researchers to discuss how colleagues disengage from relationships with their coworkers.⁴³ Sias and Perry found three distinct tools that coworkers use: state-of-the-relationship talk, cost escalation, and depersonalization. Before explaining them, we should mention that people use all three and do not necessarily progress through the three in any order.

State-of-the-Relationship Talk

The first strategy people use when disengaging from workplace friendships involves state-of-the-relationship talk. State-of-the-relationship talk is exactly what it sounds like; you officially have a discussion that the friendship is ending. The goal of state-of-the-relationship talk is to engage the other person and inform them that ending the friendship is the best way to ensure that the two can continue a professional, functional relationship. Ideally, all workplace friendships could end in a situation where both parties agree that it’s in everyone’s best interest for the friendship to stop. Still, we all know this isn’t always the case, which is why the other two are often necessary.

Cost Escalation

The second strategy people use when ending a workplace friendship involves cost escalation. Cost escalation involves tactics that are designed to make the cost of maintaining the relationship higher than getting out of the relationship. For example, a coworker could start belittling a friend in public, making the friend the center of all jokes, or talking about the friend behind the friend’s back. All of these behaviours are designed to make the cost of the relationship too high for the other person.

Depersonalization

The final strategy involves depersonalization. Depersonalization can come in one of two basic forms. First, an individual can depersonalization a relationship by stopping all the interaction that is not task-focused. When you have to interact with the workplace friend, you keep the conversation purely business and do not allow for talk related to personal lives. The goal of this type of behaviour is to alter the relationship from one of closeness to one of professional distance. The second way people can depersonalize a relationship is simply to avoid that person. If you know a workplace friend is going to be at a staff party, you purposefully don’t go. If you see the workplace friend coming down the hallway, you go in the opposite direction or duck inside a room before they can see you. Again, the purpose of this type of depersonalization is to put actual distance between you and the other person. According to Sias and Perry’s research, depersonalization tends to be the most commonly used tactic.⁴⁴

Romantic Relationships at Work

In 2014 poll conducted by CareerBuilder.com and Harris Interactive Polling, they found that 38% of U.S. workers had dated a coworker at least once, and 20% of office romances involve someone who is already married.⁴⁵ According to the press release issued by the researchers, “Office romances most often start with coworkers running into each other outside of work (12 percent) or at a happy hour (11 percent). Some other situations that led to romance include late nights at work (10 percent), having lunch together (10 percent), and love at first sight (9 percent).” Furthermore, according to data collected by Stanford University’s “How Couples Meet and Stay Together” research project, around 12% of married couples meet at work.⁴⁶ Meeting through friends is the number one way that people meet their marriage partners, but those who met at work were more likely to get married than those who met through friends.

In essence, workplaces are still a place for romance, but this romance can often be a double-edged sword for organizations. In the modern organization, today’s office fling can easily turn into tomorrow’s sexual harassment lawsuit.

Understanding Romantic Workplace Relationships

According to Charles Pierce, Donn Byrne, and Herman Aguinis, a romantic workplace relationship occurs when “two employees have acknowledged their mutual attraction to one another and have physically acted upon their romantic feelings in the form of a dating or otherwise intimate association.”⁴⁷ From this perspective, the authors noted five distinct characteristics commonly associated with workplace romantic relationships:

1. Passionate desire to be with one’s romantic partner;
2. Shared, intimate self-disclosures;
3. Affection and mutual respect;
4. Emotional fulfillment; and
5. Sexual fulfillment/gratification.

A Model of Romantic Workplace Relationships

In their article examining romantic workplace relationships, Pierce, Byrne, and Aguinis proposed a model for understanding workplace relationships. Figure 13.6 is a simplified version of that basic model. The basic model is pretty easy to follow. First, it starts with the issue of propinquity, or the physical closeness of two people in a given space. One of the main reasons romantic relationships develop in the workplace is because we are around people in our offices every day. It’s this physical proximity that ultimately leads people to develop interpersonal attractions for some people. However, just because we find someone interpersonally attractive doesn’t mean we’re going to jump in a romantic relationship with them. Most people (if not all people) that we find interpersonally attractive at work will never develop romantic attractions towards. However, romantic attraction does happen. At the same time, if you don’t desire a workplace relationship, then even a romantic attraction won’t lead you to start engaging in a workplace relationship. If, however, you decide or desire to workplace relationship, then you are likely to start participating in that romantic workplace relationship.

Once you start engaging in a romantic workplace relationship, there will be consequences of that relationship. Now, some of these consequences are positive, and others could be negative. For our purposes, we broadly put these consequences into three different categories: personal, professional, and organizational.

Personal Outcomes

The first type of outcomes someone may face are personal outcomes or outcomes that affect an individual and not their romantic partner. Ultimately, romantic relationships can have a combination of both positive and negative outcomes for the individuals involved in them. For our purposes here, we will assume that both romantic partners are single and not in any other kind of romantic relationship. As long as that romantic relationship is functioning positively, individuals will be happy, which can positively impact someone’s job satisfaction, organizational commitment, and employee motivation. Employees engaged in romantic workplace relationships will even work longer hours so they can be with their romantic partners.

On the flip side, romantic relationships always have their ups and downs. If a relationship is not going well, then the individuals in those romantic workplace relationships can lead to adverse outcomes. In this case, we could see a decrease in job satisfaction, organizational commitment, and employee motivation. You could also see romantic partners trying to put more distance between themselves and their romantic partner at work. In these cases, you could see people avoid being placed on the same project or working longer hours to avoid extra time with their romantic partner.

Overall, it’s important to remember that romantic workplace relationships can lead to personal outcomes in the workplace environment. People often think they can keep their romantic and professional selves apart, but these distinctions can often become blurry and harder to separate.

Professional Outcomes

The second type of outcomes someone in a romantic workplace relationship may face are professional. According to Robert Quinn, there is a range of professional outcomes that can occur when someone is involved in a romantic relationship.⁴⁸ Quinn listed six basic outcomes someone people achieve professionally as a result of engaging in a romantic workplace relationship: advancement, job security, increased power, financial rewards, easier work, job efficiency. Each of these professional outcomes are not guaranteed, and depend on the nature of the romantic relationship and who the partner is. If someone’s partner has more power within the organization, then they can show more favouritism towards their romantic power. Whereas, individuals on the same rung of the hierarchy, may not have the ability to create professional advancement.

There is also the flipside to professional outcomes. If a relationship starts to sour, someone could see their career advancement slowed, less job security, less power in the workplace, etc.… It’s in cases where romantic relationships sour (especially between individuals at different rungs of an organization’s hierarchy) when we start to see the real problems associated with romantic workplace relationships.

Organizational Outcomes

The final type of outcomes happens not directly to the individuals within a romantic workplace relationship, but rather to the organization itself. Organizations face a wide range of possible outcomes that stem from romantic workplace relationships. When romantic workplace relationships are going well, organizations have members who are more satisfied, motivated, and committed. Of course, this all trickles over into higher levels of productivity.

On the other hand, there are also negative outcomes that stem from romantic workplace relationships. First, people who are in an intimate relationship with each other in the workplace are often the subjects of extensive office gossip.⁴⁹ And this gossiping is time-consuming and can become a problem from a wide range of organizational members. Second, individuals who are “dating their boss” can lead to resentment by their peers if their peers perceive the boss as providing any kind of preferential treatment for their significant other in the workplace. Furthermore, not all romantic workplace relationships are going to turn out well. Many romantic workplace relationships simply will dissolve. Sometimes this dissolution of the relationship is amicable, or both parties are OK with the breakup and can maintain professionalism after the fact. Unfortunately, there are times when romantic workplace relationships dissolve, and things can get a bit messy and unprofessional in the workplace. Although happy romantic workplace relationships have many positive side-effects, negative romantic workplace relationships can have the opposite outcomes for an organization leading to a decrease in job satisfaction, employee motivation, and organizational commitment, which leads to decreased productivity.

Many dissolutions of romantic workplace relationships could lead to formerly happy and productive organizational members looking for new jobs away from the person they were dating. In other cases (especially those involving people on different rungs of the organizational hierarchy), the organization could face legal claims of sexual harassment. Many organizations know that this last outcome is a real possibility, so they require any couple engaged in a romantic workplace relationship to enter into a consensual relationship agreement or “love contract” (see Side Bar for an example love contract). Other organizations ban romantic workplace relationships completely, and people found violating the policy can be terminated.

Why Romantic Workplace Relationships Develop

Robert Quinn was the first researcher to examine why individuals decide to engage in romantic workplace relationships.⁵¹ Renee Cowan and Sean Horan more recently updated the list of motives Quinn created.⁵² Cowan and Horan found that the modern worker engages in romantic workplace relationships for one of four reasons: ease of opportunity, similarity, time, and the hookup. The first three of these motives are very similar to other motives one generally sees in interpersonal relationships in general. Furthermore, these categories were not mutually exclusive categories. Let’s examine these motives in more detail

Ease of Opportunity

The first reason people engage in romantic workplace relationships; ease of opportunity happens because work fosters an environment where people are close to one another. We interact with a broad range of people in the workplace, so finding someone that one is romantically attracted to is not that surprising. This is similar to the idea of propinquity discussed by Pierce, Byrne, and Aguinis in their romantic workplace relationship development model discussed earlier in this chapter.⁵³

Similarity

The second motive discussed by Cowan and Horan is similarity, or finding that others in the workplace may have identical personalities, interests, backgrounds, desires, needs, goals, etc.… As discussed earlier in this book, we know that when people perceive others as having the same attitude, background, or demographic similarities (homophily), we perceive them as more like us and are more likely to enter into relationships with those people. The longer we get to know those people, the greater that probability that we may decide to turn this into a special peer relationship or a romantic workplace relationship.

Time

As we discussed at the very beginning of this chapter, we spend a lot of our life at work. In a typical year, we spend around 92.71 days at work (50-weeks a year * 5 days a week * 8.9 hours per day). You ultimately spend more time with your coworkers than you do with almost any other group of people outside your immediate family. When you spend this much time with people, we learn about them and develop a sense of who they are and what they’re like. We also know that time is a strong factor when predicting sexual attraction.⁵⁴

The Hook Up

Speaking of sexual attraction, the final motive people have for engaging in romantic workplace relationships was called “the hook up” by Cowan and Horan. The purpose of “the hook up” is casual sex without any romantic entanglements. Unlike the other three motives, this one is less about creating a romantic workplace relationship, and more about achieving mutual sexual satisfaction with one’s coworker. In Cowan and Horan’s study, they did note, “What we found interesting about this theme was that it was only attributed to coworker’s WRs. Although several participants described WRs they had engaged in, this motive was never attributed to those pursuit.”⁵⁵

How Coworkers View Romantic Workplace Relationships

The final part of this section is going to examine the research related to how coworkers view these romantic workplace relationships. The overwhelming majority of us will never engage in a romantic workplace relationship, but most (if not all) of us will watch others who do. Sometimes these relationships work out, but often these relationships don’t. Some researchers have examined how coworkers view their peers who are engaging in romantic workplace relationships.

• Coworkers trust peers less when they were involved in a romantic workplace relationship with a supervisor than with a different organizational member.⁵⁶
• Coworkers reported less honest and accurate self-disclosures to peers when they were involved in a romantic workplace relationship with a supervisor than with a different organizational member.⁵⁷
• “[C]oworkers perceived a peer dating a superior to be more driven by job motives and less by love motives than they perceived peer dating individuals of any other status type.”⁵⁸
• Coworkers reported that they felt their peers were more likely to get an unfair advantage when dating one’s leader rather a coworker at a different level of the hierarchy.⁵⁹
• Peers dating subordinates were also felt to get an unfair advantage than peers dating people outside the organization.⁶⁰
• Gay or lesbian peers who dated a leader were trusted less, deceived more, and perceived as less credible than a peer dating a peer.⁶¹
• “[O]rganizational peers are less likely to deceive gay and lesbian peers involved in WRs and to perceive gay and lesbian peers in WRs as more caring and of higher character than heterosexual peers who date at work.” ⁶²
• Women who saw higher levels of sexual behaviour in the workplace have lower levels of job satisfaction, but there was no relationship between observing sexual behaviours at work and job satisfaction for men.⁶³
• When taking someone’s level of job satisfaction out of the picture, people who saw higher levels of sexual behaviour in the workplace were more likely to look for another job.⁶⁴

As you can see, dating in the workplace and open displays of sexuality in the workplace have some interesting outcomes for both the individuals involved in the relationship, their peers, and the organization.

Problematic Workplace Relationships

Eventually, everyone is going to run into someone within the workplace that is going to drive you crazy. There are a ton of books out there designed to help you deal with difficult people, toxic people, workplace vampires, jerks, energy drainers, etc.… Some of these people are just irritants while other problem people can be more egregious (e.g., aggressive, bullying, deviating from work norms, overly cynical about everything, etc.). We view these people as problem people because they ultimately take more of our resources to deal with. There’s a reason some writers refer to problem people as emotional vampires because we have to use more of our emotional resources to deal with these people, and they increase our levels of stress along the way.⁶⁶ In this section, we are going to explore the different types of “problem people” we come in contact within the workplace and how we can strive towards workplace civility. In the organizational literature, we often refer to these people as engaging in deviant workplace behaviour , or voluntary behaviour of organizational members that violates significant organizational norms and practices or threatens the wellbeing of the organization and its members.

Research on problem people in the workplace tends to demonstrate that we have problem people at all levels of the organization. We have problematic bosses, peers, and subordinates. In an attempt to understand the types of problem people individuals face in the workplace, in 2002 Janie Harden Fritz created a typology of the different types of problem people we encounter in the workplace,⁶⁷ which was later updated in 2009.⁶⁸ Figure 13.7 shows the typology. In this typology, Harden Fritz discusses how different positions in the workplace can lead to varying types of problem people. Let’s examine each of these individually.

Problem Bosses

Through Harden Fritz’s research into bosses, she found that there are six common types of problematic bosses: different, okay good old boy/girl, toxic, self-centered taskmaster, and intrusive harasser.

The Different Boss

First, The Different Boss is someone a subordinate sees as distractingly different from them as a person. Different subordinates are going to view what is “distractingly different” in a wide range of different ways. Some people who view their bosses as “distractingly different” may also be succumbing to their prejudices about people from various social groups.

Good Old Boy or Good Old Girl Boss

Second, is the Good Old Boy or Good Old Girl Boss. This type of boss is someone who probably hasn’t progressed along with the modern world of corporate thinking. This person may be gregarious and outgoing, but this person tends to see the “old ways of doing things” as best – even when they’re problematic. These individuals tend to see sexual harassment as something that isn’t a big deal in the workplace. Their subordinates are also more likely to view some of their behaviours as unethical.

Okay Boss

The third type of boss is the Okay Boss. This person is exactly like the name says, okay and average in just about every way possible. These individuals are, in many ways, coasting towards retirement. They try not to rock the boat within the organization, so they will never stand up to their bosses, nor will they advocate for their subordinates. For someone who likes work and wants to succeed in life, working for one of these people can be very frustrating because they like the average and can create an environment where the average is the norm, and people who exceed the average are the outcasts.

The Toxic Boss

Fourth, we have the toxic boss. These bosses are just all-around problematic in the workplace. These people are often seen as unethical, obnoxious, and unprofessional by their subordinates. These are the types of bosses that can create reasonably hostile work environments and pit employees against each other for their amusement. However, when it comes to harassing behaviour, they are less likely to engage in harassment directly. Still, they can often create environments where both sexual harassment and bullying become the norm.

Self-Centered Taskmaster

The fifth type of problematic boss is the self-centered taskmaster. The self-centered taskmaster is ultimately “focused on getting the job done to advance his/her own goals, without concern for others.”⁶⁹ This type of boss is purely focused on getting work done. This individual may be excessive in the amount of work they give subordinates. Ultimately, this individual wants to show their superiors how good of a boss they are to move up the organizational hierarchy. On the flip side, these people are highly competent, but their tendency to lord power over others in an obnoxious way makes working for this type of boss very stressful.

The Intrusive Harasser Boss

Sixth, we have the intrusive harasser boss. This individual tends to be highly interfering and often wants to get caught up in their subordinates’ personal and professional lives. They are likely to be overly attentive in the workplace, which can interfere with an individual’s ability to complete their task assignments. Furthermore, this boss is likely to be one who engages in activities like sexual harassment, backstabbing, and busybody behaviour.

Problem Coworkers

Through Harden Fritz’s research into coworkers, she found that there are eight common types of problematic coworkers: adolescent, bully, mild annoyance, independent self-promoter, pushy playboy/playgirl, independent other, soap opera star, and the abrasive, incompetent harasser.

Adolescent

The first common problematic coworker you can have is the adolescent. The adolescent is the Peter Pan of the business world, they don’t want to grow up. These people tend to want to be the center of attention and will be the first to let everyone know when they’ve accomplished something. You almost feel like you need to give them a Scooby Snack just for doing their job. However, if someone dares to question them, they tend to become very defensive, probably because they don’t want others to know how insecure they feel.

Bully

Second, we have the bully. Bullying is sadly alive and well in corporate America. This individual has a knack of being overly demanding on their peers, but then dares to take credit for their peers’ work when the time comes. This is your prototypical schoolyard bully all grown up and in an office job. In 2005, Charlotte Rayner and Loraleigh Keashly examined the available definitions for “workplace bullying” and derived at five specific characteristics:

1. the experience of negative behaviour;
2. behaviours experienced persistently;
3. targets experiencing damage;
4. targets labeling themselves as bullied; and
5. targets with less power and difficulty defending themselves.⁷⁰

You’ll notice from this list that being a bully isn’t a one-off behaviour for these coworkers. This behaviour targets individuals in a highly negative manner, happens over a long period, and can have long-term psychological and physiological ramifications for individuals who are targeted. We should note that more often than not, bullies do not happen in isolation, but more often than not run in packs. For this reason, a lot of European research on this subject has been called mobbing instead of bullying. Sadly, this is an all-too-often occurrence in the modern work world. In a large study examining 148 international corporations through both qualitative and quantitative methods, Randy Hodson, Vincent Roscigno, and Steven Lopez reported that 49 percent of the organizations they investigated had routine patterns of workplace bullying.⁷¹

Mild Annoyance

The third type of problematic coworker is the mild annoyance. When it comes down to it, this person isn’t going to ruin your day, but they are mildly annoying and tend to be so on a routine basis. Maybe it’s a coworker who wants to come in every morning and talk to you about what they watched on television the night before while you’re trying to catch up on email. Or maybe it’s the coworker who plays music a little too loudly in the workplace. There are all kinds of things that can annoy us as human beings, so the mildly annoying coworker is one that generally is tolerated.

Independent Self-Promoter

Fourth, we have the independent self-promoter. The independent self-promoter is someone who likes to toot their own horn at work. This individual tends to be slight to extremely narcissistic and thinks the world revolves around them. These individuals are not the type to take credit for other people’s work, but they also aren’t the type to do work that needs to be done unless they see its utility in making them look good.

Pushy Playboy/Playgirl

The fifth problematic coworker is the pushy playboy/playgirl. The pushy playboy/playgirl is an individual marked by their tendency to push other coworkers into doing things for the pushy playboy/playgirl. Often these tasks have nothing to do with work at all. For example, the pushy playboy/playgirl would be the type of person to demand that a younger or more submissive coworker run down the street for a Starbucks run. Furthermore, these are the types of people who tend to be overly demanding of coworkers and then misrepresent their performance to those higher up in the corporate food chain.

Independent Other

The sixth common problematic coworker is the independent other. In many ways, the independent other is similar to the different bosses discussed earlier. These people tend to be perceived as uniquely different from their coworkers. There are a lot of characteristics that can make someone viewed as uniquely other. Any specific demographic that goes against the workplace norm could be cause for perceiving someone as different: age, sex, gender, sexual orientation, religion, ethnicity, race, etc.… Some people may view them as having a low work ethic, but this perception may stem out of that perceived “otherness.”

Soap Opera Star

The seventh common problematic coworker identified by Harden Fritz is the Soap Opera Star.⁷² The soap opera star lives for drama in the workplace. New rumors of office romances? This person will have the 411 and probably a Tumblr page devoted to the couple. For this reason, this person tends to be a busybody to the n^th degree and will be all up in everyone’s business both at work and in their personal lives. Because of their tendency towards drama (both finding it and often creating it), they are generally seen as highly distracting by their peers. At the same time, they tend to spend so much time digging for office gossip that they are typically perceived as having a poor work ethic by others.

Abrasive, Incompetent Harasser

The final type of problematic coworker is the abrasive, incompetent harasser, which is an individual who tends to be highly uncivil in the workplace with a particular emphasis on sexually harassing behaviour. This coworker is very similar to the intrusive harasser boss discussed earlier. This individual is generally viewed as incompetent and unprofessional in the workplace. This person tends to score high on all of the problematic work behaviours commonly seen by coworkers.

Mindfulness Activity

There are a ton of books on the market designed for business people to help them get along with their coworkers. Like it or not, but we all are going to work with people that drive us crazy. So, what’s a mindful way to approach these situations when you have to interact with a coworker is far from being mindful. As usual, our first steps should always be attention, intention, and attitude. However, we can only control our perspectives about others and not their behaviours.

Think of a time when you had to interact with a coworker who was not behaving mindfully.

1. How was their behaviour problematic? How did you feel challenged by this person?
2. What was the outcome of this person’s behaviour on your mindfulness practice, your relationship, or your work?
3. If others were involved, how did they respond?
4. What role (if any) did you play in triggering this person’s behaviour?
5. What will take away from this experience? How can you approach this person more mindfully in the future?

Research Spotlight

In 2017, Stacy Tye-Williams and Kathleen J. Krone wanted to examine the advice given to victims of workplace bullying. Going into this study, the researchers realized that a lot of the advice given to victims makes it their personal responsibility to end the bullying, “You should just stand up to the bully” or “You’re being too emotional this.”

In the current study, the researchers interviewed 48 people who had been the victims of workplace bullying (the average age was 28). The participants had worked on average for 5 ½ years in the organization where they were bullied. Here are the top ten most common pieces of advice victims received:

1. Quit/get out
2. Ignore it/blow it off/do not let it affect you
3. Fight/stand up
4. Stay calm
5. Report the bullying
6. Be quiet/keep mouth shut
7. Be rational
8. Journal
9. Avoid the bully
10. Toughen up

The researchers discovered three underlying themes of advice. First, participants reported that they felt they were being told to downplay their emotional experiences as victims. Second, was what the researchers called the “dilemma of advice,” or the tendency to believe that the advice given wasn’t realistic and wouldn’t change anything. Furthermore, many who followed the advice reported that it made things worse, not better. Lastly, the researchers noted the “paradox of advice.” Some participants wouldn’t offer advice because bullying is contextual and needs a more contextually-based approach. Yet others admitted that they offered the same advice to others that they’d been offered, even when they knew the advice didn’t help them at all.

The researches ultimately concluded, “The results of this study point to a paradoxical relationship between advice and its usefulness. Targets felt that all types of advice are potentially useful. However, the advice either would not have worked in their case or could possibly be detrimental if put into practice.”⁷³ Ultimately, the researchers argue that responding to bullying must first take into account the emotions the victim is receiving, and that responses to bullying should be a group and not a single individual’s efforts.

Tye-Williams, S., & Krone, K. J. (2017). Identifying and re-imagining the paradox of workplace bullying advice. Journal of Applied Communication Research, 45(2), 218–235. https://doi.org/10.1080/00909882.2017.1288291

Problem Subordinates

In the two previous sections, we’ve looked at problematic bosses and coworkers, but subordinates can also be a bit of a problem in the workplace. For this reason, Harden Fritz identified five clear troublesome subordinates: the okay subordinate, the abrasive harasser, the bully, the different other, and the incompetent renegade.⁷⁴

Okay Subordinate

First, we have the okay subordinate. Just like the name sounds, this person is not stellar, nor is this person awful; this person is just OK. This person does tend towards being a mildly annoying busybody at work. Still, none of their behaviour rises to the status where a supervisor would need to step in and counsel the employee’s behaviour formally.

Abrasive Harasser

Second, we have the abrasive harasser. The abrasive harasser is an individual who tends to be someone who needs counselling regularly about what constitutes sexual harassment. They may not even always realize what types of behaviour are appropriate in the workplace. For example, this subordinate could forward their supervisor a sexual joke via email without thinking others could perceive the joke as inappropriate in the workplace. On the more advanced end, you have people who are perpetual sexual harassers who need to be severely counselled to protect the organization and start the process of firing the person for harassing behaviour.

The Bully

The next common problem subordinate is the bully. According to Harden Fritz, this subordinate is one “who bosses others, usurps authority, is competitive and is at the same time insecure.”⁷⁵ If this person’s behaviour is not curtailed by their supervisor, this type of behaviour can quickly become infectious and end up hurting cohesion throughout the entire office. Furthermore, supervisors need to recognize this behaviour and ensure that the targets of the bully have a safe and secure place to work. Don’t be surprised if this person decides to bully upward, or attempt to bully their supervisor because it can happen.

The Different Other

The fourth common problem subordinate is the different other. Just like the two previous versions of “difference” discussed for bosses and coworkers, the different other is a subordinate who is perceived as distinctly different from their supervisor. One thing we know from years of management research is that people who are perceived as different from their supervisors are less likely to enjoy protective and mentoring relationships with their supervisors. As such, when a supervisor views someone as a “different other,” they may engage in subconscious discriminatory behaviour towards their subordinate.

Incompetent Renegade

Finally, we have the incompetent renegade. This individual tends to be ethically incompetent and views themself as above the law within the organization. This individual may view themself as better than the organization to begin with, which causes a lot of problems around the office. However, instead of accomplishing their work, this person is more likely to take credit for others’ work. If this subordinate is allowed to keep behaving in this manner, they will be viewed by others as running the place. For this reason, subordinates need to stop this behaviour when they see it occurring and immediately initiate counselling to stop the behaviour and build a case for termination if the behaviour does not cease.

Chapter Wrap-Up

At the beginning of this chapter, we discussed how a good chunk of our lives is spent at work, so engaging in a range of interpersonal relationships in the workplace is unavoidable. We started the chapter by defining the term “professionalism” and what it means to be a professional in today’s workplace. We then scratched the surface of the communication and leadership research that examines leadership and followership. We then discussed one of the most common relationships we have in the workplace, the coworker relationship. Coworker relationships were followed by an examination of romantic entanglements in the workplace, along with their pros and cons. We end this chapter looking at problematic interpersonal relationships in the workplace.

Chapter Exercises

Real-World Case Study

Morren Michaels had been working with Raja Rahal for several years, and the two were pretty friendly with each other. They sent out to eat after work and often strategized on how to make their office better. The two weren’t exactly best friends in the workplace, but they were friends.

Out of nowhere, Morren is promoted by the CEO of the company and asked to take over the realms of her division. At first, things were smooth sailing. Morren had no problems, and she had the division being more profitable than it had under the previous manager. However, Morren quickly realized she was going to have problems with her old friend Raja. Almost immediately, Raja pointed out that Morren was “not one of us” anymore to the rest of the division since Morren was now in management. At first, it was a snide remark, but things quickly started escalating.

Anytime Raja wouldn’t get her way, she would email everyone up the corporate ladder with her complaints against Morren (e.g., the head of HR, the CEO, the chief operating officer, etc.). In Morren’s mind, all she was doing was expecting the same level of work from Raja as she did from anyone else in her division. One day in a meeting, Morren asked Raja to take on a new project. Surprisingly, Raja said yes and thought it was a good fit for her. Morren asked Raja to give the group an update on the project at the next meeting.

Throughout the next month, Morren checked in with Raja to see how the project was going. Raja scheduled a couple of meetings with Morren to talk about the project, but had to cancel because she was sick or her kid was sick. Morren even suggested meeting at a coffee shop near Raja’s house to make things easier, but Raja had to bail out because she’d forgotten she’d scheduled another appointment.

Ultimately, the day of the next meeting came. When Morren got to the place on the agenda where Raja was supposed to report in, Raja looked at the entire group and said, “I never agreed to do that.” Morren sat stunned as the rest of the division sat there uncomfortably. Finally, Morren pulled herself together and informed Raja that she had indeed agreed to take on the project. And that the meeting minutes from the previous meeting along with the tape recording of the last meeting, the secretary kept had her agreeing.

After the meeting, Morren goes back into her office and closes the door. She’s a bit dumbfounded by what transpired. After the meeting, many of her coworkers came up to her to see if she was OK. They all said variations of the same thing, “We heard her agree to take on the project last month.” Thankfully, Morren had the secretary record their meetings to make taking notes easier. She then put the audio recordings on an internal server so all members of the department could relisten to them if necessary.

Morren sat her desk and opened her email and quickly noticed an email from Raja. Morren could only imagine what the email would say. As she read the email, she was concerned at how twisted the facts of what had transpired had become. Raja accused Morren of embarrassing her during the meeting by falsely accusing her of not having done her job. Of course, the email was copied to everyone within the division and the higher corporate hierarchy.

1. Why do you think Morren and Raja’s relationship changed when Morren took on a position of leadership?
2. What type of problematic follower do you think Raja is?
3. If you were Morren, what would your next step be? Why?

End-of-Chapter Assessment Head

1. In an attempt to make herself look good in the organization, Agotha tends to hoard information. If something important comes across her desk, she tends to keep it instead of giving it to the people who could use the information. What type of unethical organizational communication is Agotha engaging in, according to W. Charles Redding?
   1. coercive
   2. destructive
   3. deceptive
   4. intrusive
   5. secretive
2. Which of the following is NOT a way to take personal responsibility in the workplace?
   1. Acknowledge that you are responsible for your choices in the workplace.
   2. Acknowledge that you are responsible for how you feel at work.
   3. Accept that you can control your stress and feelings of burnout.
   4. Decide to take control of your attitudes, thoughts, and behaviours.
   5. Decide to let your supervisor determine the best path for your self-improvement.
3. During a meeting, Baraba says, “I will not be joining the rest of the group this weekend at the trade show due to a pre-arranged meeting I have had on my schedule for a few months.” The use of the words “will not” and “I have” instead of their contraction forms are examples of what type of language use?
   1. Common
   2. Formal
   3. Informal
   4. Jargon
   5. Peripheral
4. At work, Stella has an inherent need to be seen as her supervisor’s peer and not as an underling. Stella does support her supervisor, but she has no problem confronting her supervisor when Stella thinks her supervisor is making a bad decision. According to Ira Chaleff, what type of follower is Stella?
   1. Avoider
   2. Implementer
   3. Individualist
   4. Partner
   5. Resource
5. Susan always looks at her coworker Polly as a kind of problem. Polly came from a very religious upbringing and didn’t seem to fit in with the rest of the people who work at GenCorp. For example, when Susan and her coworkers go out to eat, Polly doesn’t join them because her male colleagues will be there. Polly also doesn’t have any sense of pop culture at all. At a meeting recently, someone mentioned Lady Gaga, and Polly asked if she was a member of British royalty. Although everyone had a good laugh and Polly played along, Susan could tell that Polly was completely unaware of why her question was funny. According to Janie Harden Fritz, Polly is an example of what kind of “problematic coworker” for Susan?
   1. The Adolescent
   2. The Mild Annoyance
   3. The Independent Other
   4. The Soap Opera Star
   5. The Pushy Playgirl

Notes