Managers who build trust empower employees to be more receptive to feedback and more motivated to improve.
In today’s workplace, where employee engagement and retention are critical to organizational success, the role of managers has never been more pivotal. Recent research underscores the profound influence that managers have on their teams, particularly when it comes to addressing challenges such as negativity and underperformance. The findings reveal that the strength of the manager-employee relationship is a key predictor of team effectiveness, satisfaction, and overall performance.
Why manager-employee relationships matter. At its core, the manager-employee relationship sets the tone for communication, trust, and accountability within a team. Managers are not only responsible for setting expectations and ensuring productivity but also for fostering an environment where employees feel supported and valued. Strong relationships between managers and employees correlate with higher engagement, stronger collaboration, and better outcomes.
The recent data highlights a critical point: the ability of managers to address negative situations and subpar work has a significant impact on team dynamics. For instance, when managers proactively tackle issues, employees report higher levels of satisfaction and are more likely to view their work environment as fair and constructive. This, in turn, minimizes the ripple effects of negativity, such as disengagement or resentment among team members.
The challenge of confronting negativity. Confronting negativity or addressing underperformance can be uncomfortable for many managers. Yet, avoiding these conversations often exacerbates the issue, leading to frustration among other team members and a decline in overall morale. The correlation analysis in the data suggests that when managers engage directly and constructively with employees about negative behavior or performance issues, the outcomes improve significantly – not just for the individual employee but for the team as a whole.
This highlights the importance of equipping managers with the tools and confidence needed to have these difficult conversations. Whether it’s through training programs, mentorship, or clear guidelines, organizations must prioritize empowering their managers to address challenges head-on.
Building trust and accountability. One of the strongest predictors of a successful manager-employee relationship is trust. Employees need to feel confident that their managers have their best interests at heart, even when providing critical feedback. Managers who build trust by being transparent, fair, and supportive create a foundation where employees are more receptive to feedback and more motivated to improve.
Accountability also plays a crucial role. A manager’s ability to hold employees accountable – while also recognizing their strengths and achievements – creates a balanced dynamic that fosters growth. Employees are more likely to respect a manager who is consistent and fair in addressing both positive and negative behaviors.
The role of organizational culture. While the manager-employee relationship is crucial, it does not exist in a vacuum. Organizational culture plays a significant role in shaping how these relationships develop. Companies that prioritize open communication, continuous feedback, and professional development create an environment where managers and employees can thrive.
Moreover, organizations that normalize feedback – both positive and constructive – help remove the stigma often associated with addressing negativity or underperformance. When feedback becomes a regular part of workplace culture, employees are less likely to take it personally and more likely to view it as an opportunity for growth.
The data is clear: the manager-employee relationship is a cornerstone of organizational success. By addressing negative situations and subpar work directly and constructively, managers can foster stronger teams, improve morale, and drive better outcomes. For organizations, this means investing in training and resources to support their managers, cultivating a culture of trust and accountability, and ensuring that feedback is seen as a tool for growth rather than criticism.
Ultimately, strong manager-employee relationships are about more than just performance – they’re about creating an environment where employees feel valued, respected, and empowered to succeed. And when employees succeed, so do their teams and the organization as a whole.
Kyle Ahern is manager of awards and analytics at Zweig Group. Contact him at kahern@zweiggroup.com.
