What it’s all about
The question of the right level of privacy in the relationship between managers and their employees is one of the central challenges of modern management. In times when work cultures are increasingly collaborative and less hierarchical, it is important for managers to find a balance between closeness and professional distance. This article looks at how private a manager should be to promote an effective and respectful working environment and defines clear boundaries between personal and professional.
The importance of professional distance
The role of the manager
Managers are responsible for leading the team, making decisions and acting as a role model. This position requires a certain distance in order to maintain the necessary authority and freedom to make decisions. Being too close can impair objective judgement and lead to conflicts of interest.
Risks of being too close
If managers reveal too much of their private life or interfere too much in the personal lives of their employees, this can cause various problems:
- Loss of authority: Too close a relationship makes it difficult to give clear instructions or express necessary criticism.
- Favouritism: The impression may arise that the manager gives preferential treatment to certain employees.
- Crossing boundaries: Unclear boundaries lead to inappropriate expectations and behaviour.
Benefits of appropriate closeness
Promoting a positive working environment
A certain personal closeness can have a positive influence on the working atmosphere, build trust and improve communication. Employees who feel understood and valued are often more motivated and committed.
Building trust
By showing a certain degree of personality and authenticity, managers can promote trust and loyalty. This includes sharing professional experiences, successes and also failures.
Best practices for dealing with privacy in professional life
Clear communication rules
Managers should set clear rules and expectations regarding communication. It is helpful to create a clear framework for both formal and informal conversations.
Respect boundaries
Respect for employees’ personal boundaries is essential. Managers must be careful not to appear too inquisitive or ask inappropriate questions.
Transparency of personal information
It is advisable to choose carefully the personal information that is shared with the team. It is recommended to share details from private life only to the extent that they contribute to creating an authentic leadership style without jeopardising professional distance.
Professional help with personal problems
If employees have personal problems, the manager can offer support, but without becoming too involved themselves.
Practical tips for managers
Promoting an open culture
Managers should promote a culture of openness in which employees feel that they can express themselves without revealing too much of their privacy.
Role model function
Managers must set an example through their own behaviour by acting professionally and respectfully while remaining authentic and approachable.
Get regular feedback
It is helpful to seek regular feedback from employees to ensure that the level of personal closeness is perceived as appropriate.
Clear demarcation between work and private life
It is a basic rule for managers to clearly separate working hours and locations from private activities.
5 Conclusion
The right balance between closeness and distance is crucial for successful leadership. Managers should be authentic and approachable, but always maintain professional boundaries. By setting clear communication rules, respecting the privacy of their employees and maintaining professional distance, they can promote a positive and productive working environment. Ultimately, it is the manager’s job to balance both the needs of the team and the requirements of the organisation, creating a culture of mutual respect and trust.
Such a balanced approach makes it possible to utilise the benefits of personal closeness without losing the necessary professional distance. Managers who master this balance make a decisive contribution to the motivation and satisfaction of their employees and thus create the basis for long-term success and a harmonious working environment.
Literature sources on the topic
- “The Paradox of Authentic Leadership” by Bruce J. Avolio and William L. Gardner (2005). This book examines how managers can establish authenticity and closeness with their employees without appearing unprofessional.
- “The Etiquette Advantage in Business” by Peter Post (2005). The publication provides guidelines for professional behaviour and boundaries in the work environment, including the relationship between leaders and employees.
- “The Leader’s Guide to Emotional Agility” by Michael Eurice (2022). This book helps leaders develop emotional intelligence while maintaining professional boundaries.
- “Boundaries for Leaders” by Dr Henry Cloud (2013). This title deals specifically with how managers can set and maintain healthy boundaries.
- “The Distance Manager” by Kimball Fisher and Maree Duncan (2021) – This book offers strategies for leaders to find the right distance in remote teams.
- “The Human Workplace” by Andy Swindler (2018). The author argues for more humanity in the workplace and shows how managers can build closeness and trust.
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