Interpersonal Communication A Mindful Approach to Relationships Interpersonal Relationships at Work

HIE tit EEK It I Image by Ger rom Chapter 13 Interpersonal Relationships at Work Second to spending time with ( ur , you probably end up spending more time working than anything else ( do for the rest of your life ( besides sleeping ) Figure shows you what the average working person day is like . During the work week , we spend more time with the people we work With than the people we live with during the . So , it shouldn be too surprising that our workplace ( ships tend to be very important to ( ur overall quality of life . In previous chapters , we ve ( at the of a range of different types of relationships . In this chapter , we re going to explore ( areas directly related to workplace interpersonal relationships , including ( relationships , workplace friendships , romantic relationships in the workplace , and problematic workplace relationships . Finally , we end this chapter by discussing essential skills for ( in the 21 Century . 444

Household activities hours Eating and drinking Caring for others hours Other hours Leisure and sports hours Sleeping and personal care Work and activities Average hours per day spent in selected activities on days worked by employment status . SOURCE Bureau of Labor Statistics , American Time Use Survey , 2017 Figure Daily Life The Requirements of Professionalism . Define the terms profession and professionalism . Define the term ethics and recall several modern ethical lapses in organizations . Understand the importance of respecting one coworkers . ma 32 LU ' Explain the concept of personal responsibility in the workplace . Differentiate between formal and informal language . is A profession is an occupation that involves mastery of complex knowledge and skills through prolonged training , education , or practical experience . Becoming a of a specific profession doesn happen overnight . you seek to be a public relations expert , lawyer , doctor , teacher , Welder , or electrician , each profession requires interested parties to invest in learning to become a professional or a of a profession who earns their living through specified expert activity . It much easier to define terms profession and professional than it is to the term ) because 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 , professionalism does not mean wearing a suit or carrying a briefcase rather , it means conducting oneself with responsibility , integrity , accountability , and excellence . It means effectively and and always finding a way to ' I

be The Department of Labor book Skills to Pay the Mastering Soft Skills Workplace Success goes on to note Professionalism isn one thing it a ) of qualities . A professional employee arrives on time , for work and manages el Professional ( take ( for their own beh and work effectively with others . work ( honesty , and integrity are also put of the package . Professional look clean and neat and dress appropriately for the job . Communicating effectively an ( appropriately for the workplace is also an essential part of The Requirements of Professionalism As you can see here , professionalism isn a single thing can be labeled . Instead , professionalism refers to the aims and behaviors that demonstrate an individual 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 organization specific goals . By , we mean specific ways of behaving and communicating an organizational environment . Some common behaviors can include acting ethically , respecting others , collaborating effectively , taking personal and professional responsibility , and using language professionally . Let look at each of these separately . Ethics Every year there are lapses in ethical judgment by organizations and organizational members . For our purposes , let look at ethical lapses in 2017 and 2018 . saw aviation police officers drag a bloodied off a plane when he wouldn give up his seat on United Airlines . saw the beginnings of the movement in October 2017 after Alyssa Milano uses the in response to actor Ashley Judd accusing media mogul Harvey of serious sexual misconduct in an article Within he New York Times . Since that critical moment , many courageous victims of sexual violence raised their voices to take on the male elites in our society who had gotten away with these behaviors for . among others ) was found to have accepted advertisements indirectly paid for by the Kremlin that the 2016 election . The paid advertisements constituted a type of warfare . had a data breach that affected 115 million people ( mostly citizens as well as some British and Canadian customers ) and didn publicly disclose this for two months . The head of the Environmental Protection Agency ( Scott , 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 House rejected them , spending million ( twice times as much as his predecessor ) on security , using that security to pick up his favorite moisturizing lotion and , renting a room from a lobbyist who Although gained popularity in 2017 , the phrase was originally coined in 2006 by Burke to help women and girls of color who had survived sexual assault and Violence . 446

dealings with the for 50 per , installing a , private phone in his office that allegedly was used once , spending , on flights , purchasing two seats at a University of basketball game from a billionaire coal executive , tried to use his position to get his wife a franchise , and others . Sadly , these ethical lapses are still frequent in corporate America , and they often come with huge lawsuit settlements and jail time . The word ethics actually is derived from the Greek word ethos , which means the nature or disposition of a From this perspective , ethics then involves the moral center of a culture that governs behavior . getting too deep , lets just that philosophers debate the very nature of ethics , and they have described a wide range of different philosophical perspectives on constitutes ethics . For our , ethics is the judgmental attachment to whether something is good , or just . In the business world , we often talk about business ethics , which involves things like not stealing from a company not to one boss , coworkers , customers , or clients not taking bribes , payoffs , or kickbacks not taking credit for someone else work not abusing and belittling someone in the workplace or simply letting other people get away with unethical behavior . For example , if you know your organization has a policy for workplace discrimination and you know that one is purposefully not hiring pregnant women because they just be on leave soon anyway , then you are just as responsible as that . 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 . Charles Redding , the father of organizational communication , breaks down unethical organizational communication into six specific categories ( Table ) An organizational communication act is Such organizational communication unethically . unethical if it is . coercive abuses power or authority unjustifiably invades others autonomy restricts freedom of speech refuses to listen uses rules to stifle discussion and complaints destructive attacks others , reputations , or feelings disregards other values engages in insults , innuendoes , epithets , or derogatory jokes uses , backstabbing , and character assassination employs truth as a weapon violates confidentiality and privacy to gain an advantage withholds constructive feedback deceptive willfully the truth to deceive , cheat , or defraud sends evasive or deliberately misleading or ambiguous messages employs bureaucratic euphemisms to cover up the truth Il '

intrusive uses hidden cameras taps telephones employs computer technologies to monitor employee behavior disregards legitimate privacy rights secretive uses silence and unresponsiveness hoards information hides wrongdoing or ineptness uses exploitative rains compliance by exploiting fear , prejudice , or ignorance is condescending toward others Reprinted with from , and book Organizational Theory , Practice , and ( 2014 , Flat Knowledge ) Table . Redding Typology of Unethical As you can see , unethical organizational communication is an area many people do not overly consider Respect for Others ( I . in . A I . Our second category related to professionalism is respecting In Disney 1942 ( Bambi sees the young learning to walk which leads to the following , his mother Thumper He doesn walk Very good , does he ?

Rabbit Thumper ! Thumper Yes , Mama ?

Rabbit What did your father tell you this morning ?

Thumper If you can say something nice , don say nothing at all . Sadly , many people exist in the modern workplace that need a refresher in respect from 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 behaviors one can engage in that are respectful if you i interacting with coworkers , leaders , or followers . Hei a list we created of respectful behaviors for workplace interactions Be courteous , polite , and kind to . no or ni ) ic a i ( ia iin . Do not engage in patronizing or demeaning behaviors . Don engage in hostile body language . Don roll your eyes when your coworkers are talking . Don use an aggressive tone of voice when talking with coworkers . Encourage coworkers to express opinions and ideas . 448

Encourage your coworkers to demonstrate respect to each other as well . Listen to your coworkers openly without 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 behavior insults , 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 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 . focus on criticizing ideas , and not the person . Now that we ye looked a wide range of ways that you can show your respect for your coworkers , we would be remiss if we didn bring up one specific area where you can demonstrate respect the language we use . In a recent meeting , one of our 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 process . really intending to , our coauthor had used language . One of the other people in the room quickly , or Upon contemplation , our coauthor realized that the seemingly innocuous use of the phrase grandfathered in , which admittedly is common , is one that has a connotation that limits it to males . Even though our coauthor purpose had never been to 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 . 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 is a list of common sexist or biased language and corresponding inclusive terms that one could use instead . Sex or Biased 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 Eskimo or fireman firefighters freshman student Indian ( when referring to I , indigenous peoples ) Native American or specific tribe policeman police officer man or mankind people , humanity , or the human race man hours working hours manufactured , machine made , or synthetic manpower personnel or workforce '

Negro or colored African American or Black old people or 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 diabetes person living with diabetes to man to operate to staff to cover waiter or waitress server Table . Replacing Sexist or Biased Language with Inclusive Terms MINDFULNESS ACTIVITY live in a world where respect and bias are not always acknowledged in the workplace setting . Sadly , despite decades of legislation and training , we know this is still a problem . omen , minorities , and other 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 per stent in the United States . Most of us mindlessly participate in these systems without even being consciously aware . Byron Lee puts it this way Our brains categorize people using ) oth obvious and subtler characteristics , and also assign an unconscious evaluation ( eg good or bad ) an ( 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 ( we might think we are , is unconsciously These unconscious biases often lead us to engage in against people we view as 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 Notice that can be targeted at women , minorities , and other groups . Research has shown us that these unconscious biases effect everything from perceptions of , promotions , to determining who gets laid off , and so many other areas the workplace . Lee devised a strategy for engaging in mindful intercultural interactions . Preparing for your interpersonal encounter by recognizing and gently preconceptions , biases , emotions , and sensations as part of your ongoing internal experience ( Bringing into awareness an intention to connect ( Presence ) Beginning your conversation by remaining open to whatever the person may bring ( Acceptance ) and a willingness to get close to and understand another suffering ( Empathic Concern ) Bringing a kindly curiosity to your om internal experience and to the experiences shared by the other person throughout the encounter ( Beginner Mind ) 450

. Noticing and letting go of your to fix problem ( and letting process unfold in its own time ( Patience ) The collaborative interaction concludes when you mutually reach a forward reflects the other person world view and needs ( Compassionate Action ) and not your ( Letting Go ) For this activity , we want you to explore some of your own unconscious biases . To start , go to the Implicit Association Test ( website run by Project Implicit . On their website , you 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 about your ( unconscious biases . After completing the tests , answer the following questions . you surprised by your scores on the . How do you think your own implicit biases impact you interact with others . How can you be more mindful of your interactions with people from different groups in the future ?

Personal Responsibility Let face it we all make mistakes . Making mistakes is a part of life . Personal responsibility refers to an individual willingness to be accountable for they feel , think , and . Whether we re talking about our attitudes , our thought processes , or physical and communicative behaviors , personal responsibility is simply realizing that we are in the driver 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 . is not to say that certain people have advantages in life because of a privileged background of course , some people . 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 I choose to respond to that coworker . Here are some ways that you can take personal in your om 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 behaviors at work . Accept that your choices are yours alone , so you cant blame someone else for them . Accept that your sense of and are yours . Accept that you can control your stress and feelings of burnout . Decide to invest in your . Decide to take control of your attitudes , thoughts , and behaviors . 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 behaviors , not everyone in the workplace will do the same . Most of us will come in contact with coworkers who do not take personal . Dealing with coworkers who have a million and one excuses can be frustrating and demoralizing . occurs any time an individual attempts to shift the blame for an individual behavior 45 I ' I

from reasons more central to individual to sources outside of control in the attempt to make themselves look better and more in 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 . happens in every facet of life , but in the corporate World can be highly problematic . For example , research has shown that when service providers engage in , they ' more likely to lose return customers as a result . In one study , when salespeople attempted to excuse their lack of ethical judgment by pointing to their customers lack of ethics , supervisors tended to punish more severely those who engaged in than those who had Of course , even an individual peers can become a little annoyed ( or downright disgusted ) by a colleague who always a handy excuse for their behavior . For this reason , recommends using the ERROR method when handling a situation where your behavior was problematic Empathy , Responsibility , Reason , Offer Here is an example 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 ( but I got caught up in reason for behavior ( Reason ) Next time I 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 behave in the future to avoid similar problems . Language Use In the Workplace , the type of language and we use language is essential . In a 2016 study conducted by , researchers surveyed managers . According to these managers , the top three hard skills that new college graduates lack are writing proficiency ( public speaking ( 39 ) and data analysis ( 36 ) The top three soft skills new graduates lack are critical solving ( 60 ) attention to detail ( 56 ) and communication ( 16 ) One of the most important factors of professionalism in today 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 and jargon or specialized language effectively 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 . 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 provides examples of formal and informal choices . 452

Formal I won be attending the meeting I will not be attending the meeting on Friday . on Friday . Contraction The report spelled out the need The report illustrated the need for for more resources . more resources . Phrasal Verbs The nosedive in our quarterly The downturn in our quarterly earnings came out of left field . earnings was unexpected . I considered numerous research Numerous research methods were before deciding to use before deciding to use an an employee satisfaction survey . employee satisfaction survey . nouns We need to come together to The people within the organization complete the organization must work towards the goals . tion goals . Table Formal and Informal Language Choices As can see from Table , formal language is less personal and more professional in tone than informal language . Some key factors of formal language 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 how to use formal language is very important . On the other hand , if you re a 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 might help in this case . Use of Jargon and 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 to outsiders or difficult for them to understand . For example , if I informed you that we conducted a factor analysis with a rotation , most of your heads would immediately start to spin . However , those of us who study human communication from a quantitative or statistical perspective , we 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 , 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 Emergency Rooms anymore ) Trust us , watching the old television show ER isn going to help you learn this jargon very well 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 45 '

Society of America . If you want to go into training and development , becoming a student member of the Association for Talent Development . VVant to go into nonprofit work , become a member of the Association for Volunteer Administration or Young Professionals Network . If you do not a student of one of these groups on your campus , then find a group 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 groups , you can start to pick up on the major issues of a field and some of the everyday jargon . Keg Takeaways A profession is an occupation that involves mastery of complex knowledge and skills through prolonged training , education , or practical experience . Professionalism , on the other hand , involves the aims and that demonstrate individual level of competence expected by a professional within a given profession . term ethics is defined as the judgmental attachment to whether something is good , right , or just . In our society , there have been several notable ethical lapses , including those by such companies as United Airlines , Facebook , and the Environmental Protection Agency . Starting in fall 2017 , the movement started shining a on a wide range of ethical issues involving the abuse of one power to achieve sexual desires in the entertainment industry . This movement raised awareness and legal action against a broad range of individuals who had previously gotten away with the illegal behavior in the workplace . Respecting our coworkers is one of the most essential keys to developing a positive organizational experience . There are many simple things we can do to show our respect , but one crucial feature is thinking about the types of we use . Avoid using language that is considered biased and . Personal responsibility refers to an individual willingness to be accountable for what they feel , think , and behave . Part of being a successful coworker is taking responsibility for your behaviors , communication , and task achievement in the workplace . Formal language is a specific writing and spoken style that adheres to strict conventions of grammar . Conversely , informal 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 . Think of a time in an organization where you witnessed unethical organizational communication . Which components of Redding typology did you witness ?

Did you do anything about the unethical organizational communication ?

Look at the list of respectful behaviors for workplace interactions . How would you react if others violated these respectful behaviors towards you as a coworker ?

454 Have ever been disrespectful in your communication towards coworkers ?

do you think it essential to take personal responsibility and avoid excusing making in the workplace ?

Have you ever found yourself making excuses ?

Relationships . Visual and explain and leadership theory , including the four types of leaders . Describe the concept of exchange theory and the three stages these relationships go through . ma 22 ( DEC LU ' Define Ira concept of followership and describe the four different followership styles . Perspectives on Leadership hen you hear the word leader what immediately comes to your mind ?

about when you hear the word follower ?

The words leader and follower bring up all kinds of images ( both good and bad ) for most of us . VVe 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 lowers ?

This section is going to examine prevailing theories related to leadership ( theory and exchange theory ) and then we end the section discussing the concept of followership . and Theory One of the most commonly discussed models of leadership is Paul and Kenneth Situational Leadership Model ( The model is divided into two dimensions task ( leader directive behavior ) and relational ( leader supportive behavior ) and situational leadership model starts with the basic idea that not all employees have the same needs . Some employees need a lot more and guidance than others , and some employees need more relational contact than others . As such , and define leadership along two supportive and directive . Supportive leadership behavior occurs when a leader is focused on providing relational support for their followers , whereas directive support involves overseeing the tasks that a follower accomplishes . As a leader and a follower progress in their relationship , and argue that the nature of their relationship often changes . Figure contains the basic model proposed by and and is broken into four leadership styles directing , coaching , supporting , and Directing and first type of leader is the directing leader . Directing leaders set the basic roles an individual and the tasks an individual needs to accomplish . After setting these roles and tasks , I

the leader then monitors and ( their followers closely . From a communication perspective , these leaders usually ( make decisions and then ( them ( their followers . There tends to be little to no dialogue about either roles ( tasks . Coaching and second type of leader is the coaching leader . Coaching leaders still set the basic ( les and tasks that need to be accomplished by followers , but they allow ( input ( their followers . As such , the ( between coaching leaders and their followers tends ( be more interactive instead of . However , decisions about roles ' and tasks still ultimately belong to the leader . Developed Developing and third Figure 13 . Situational Leadership type of leader is the supporting leader . As a leader becomes more accustomed to a follower ability ( accomplish tasks and take responsibility for those tasks , a leader may bec ( me ( re supportive . A supporting leader allows followers ( make the ( decisions related ( getting tasks accomplished , but determining what tasks need ( be accomplished is a mutually agreed upon decision . In this case , the leader facilitates rather than dictates the follower work . Leader Supportive Behavior and final type of leader is the delegating leader . The delegating leader and their follower are mutually involved in the basic decision making and processes . Still , the ultimate control ( accomplishing tasks is left up to the follower . Followers ultimately when they need a leader support and how much support is needed . As you can see ( Figure , these relationships are ones that are ( highly developed and ultimately involve a level of trust on both sides of the ( relationship . 456

Exchange Relationships Fred , George , and . proposed a different type of theory for understanding In exchange ( leaders have limited resources and can only take on relationships with a small number of For this reason , some relationships are characterized as relationships , but most are relationships . relationships are those characterized by greater input in decisions , mutual support , informal , trust , and greater negotiating In contrast , relationships are characterized less support , more formal supervision , little or no involvement in decisions , and less trust and attention from the ' Ultimately , many positive outcomes happen for a follower enters into a high relationship with a leader . Before looking at some positive outcomes from high relationships , were first going to examine the stages involved in the creation of these relationships . Stages of Relationships So , you may be wondering how relationships are developed . George and Mary created a model for the development of Figure represents the three different stages discussed and stranger , acquaintance , and partner . Developmental Stage of Phase Reciprocity Roles Trust Exchanges Transformation Stranger Creation of Immediate Partnership Developing Delayed Established Moderate Self Team Partnership Interest Negotiated . first stage of relationships is the stranger stage , and this is the beginning of the creation of an relationship . Most relationships never venture beyond the stranger stage because of the sources needed on both the side of the follower and the leader to further . As you can see from Figure , the stranger stage is one where guides the follower and the leader . These exchanges generally involve and call a carry relationship . refers to the idea that some stores don utilize credit , so all purchases are made in cash , and customers carry their goods out of the store at the moment of purchase . 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 , 45 '

and interactions tend to be carried out through scripted forms of communication Within the normal hierarchical structure of the organization . second stage of relationships is the acquaintance stage , when exchanges between a leader and follower become more normalized and aren necessarily based on a system . According to and , Leaders and followers may begin to share greater information and resources , on both a personal and a work level . These exchanges are still limited , however , and tute a testing the equitable return of favors within a limited time 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 benefits for both sides . There also is a switch from purely personal to a combination of both and the interests of one team or organization . The final stage in the development of relationships is the partner stage , or the stage where a er stops being perceived as a follower and starts being perceived as an equal or colleague . A level of 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 Relationships Ultimately , high relationships take time to develop , and most people will not enter into a high relationship within their lifetime . These are special relationships but can a wildly powerful impact on someone career and life . The following are some of the known outcomes of high when compared to those in low relationships . Increased ( both quality and ) Increased job satisfaction . Decreased likelihood of quitting . Increased supervisor satisfaction . Increased organizational commitment . Increased satisfaction with the communication practices of the team and organization . Increased about one role in the organization . Increased likelihood to go beyond job duties to help other employees . Higher levels of success in their careers . 10 . Increased likelihood of providing honest feedback . 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 . 22 ' 23 21 25 , 458

Research Spotlight In a 2019 article , Leah , Scott Shank , and Christine ( wanted to ( out what young a ( want in a manager . To start , the researchers orally interviewed 22 ( students whose mean age was 22 . They asked the students about the general desires they for managers , which included questions about general management style and communication ( frequency an ( quality ) Previous research by and Christine ha ( determined five management archetypes , which were reaffirmed in the current study Mentor An empathetic advocate , professional , and personal gui ( le . Manager A proxy for organizational lea ( who takes a transactional approach to relationships . Teacher Seen as a traditional educator who provides role testing episodes , clear feedback , an ( opportunities for re ( an ( growth . Friend Although in a managerial position , perceived as an informed and approachable peer . in Gatekeeper A actor who is positioned to either advocate for or against an employee . 27 a . In the current set of focus group interviews , the researchers focused more on the and relational ) students wanted out of managers Mentor Role model , leader by example , a ( life coach , an ( someone who makes and leaves an impact . Manager Is the nuts and bolts of a functional organization , lacks a personal relationship with followers , monitors and delegates tasks , maintains the establishment , is structured and organized , sticks to the plan , follows rules and regulations , is strictly business , observes hierarchy an ( protocol , and is proficient in their ( lay task accomplishment . Teacher Provides learning opportunities supportive dedicated to growth of the organization , delegates information , provides necessary resources , explicit directions , feedback , an ( instruction . Friend Has a ( relationship with followers outside of work , is empathetic supports followers in all areas of their lives including identity ( is seen as similar by followers , values employees as whole people ( not just as workers ) relationally focused . Gatekeeper Is removed from ( operations , strategic , can help you advance or hold you back , abides and regulation , restricts information at their discretion , communicates only to influence , controls the successes and or failures of followers . 23 the focus groups completed , the researchers used what they ( to create a . 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 . Shank , Packard , 2019 ) hat young adults want A ( ly examination of vocational anticipatory socialization through the lens of students desired managerial communication behaviors . Management Communication Quarter , 33 ( I

Followership Although there is a great deal ( ab ( ut the ( ship , there isn as much ab ( ut people ( those leaders . ship is the act ( under which an individual helps ( supports a leader in the accomplishment ( organizational Ira ( Was one ( the first researchers ( the nature of ( in his book , he believes that followership is ( something that happens naturally ( a ( people , so it is something that people must be willing ( engage in . From this perspective , followership is ( a passive behavior . Ultimately , can be broken ( into two primary factors the courage to Supervisory Support support the leader and the ( Challenge the behavior and Figure 13 . Styles of ( policies . Figure represents the general breakdown ( four types ( followers resource , individualist , and partner . Before proceeding , you may want ( watch the video produced that uses tango to illustrate his basic ideas ( cu 01 co The first follower style discussed by is the resource . Resources will ( challenge or support their leader . argues that resources generally lack the intellect , imagination , and courage to do more than what is asked ( them . Individualist The second followership style is the individualist . tend to do what they think is best in the organization , but ( necessarily what they ve been asked ( do . It ( that are inherently bad followers they have their perspectives ( how things should get accomplished and are ( re likely to ( their perspectives than those of their leaders . provide little support for their leaders , and they are the first to speak out with new ideas that contradict their leader ideas . 460

The third followership style is the . are very important for organizations because they tend to do the bulk of the work that needs to be accomplished . themselves performing tasks and getting things done , but they do not question or challenge their leaders . Partner The 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 ideas and behaviors . Partners do support their leaders but have no problem challenging their leaders . they do disagree with their leaders , partners point out specific concerns with their leader ideas and behaviors . Keg Takeaways and ( theory can be seen in Figure . As part of this theory , and noted four different types of leaders directing , coaching , supporting , and delegating . Directing leaders set the basic roles an individual has and the tasks an individual needs to accomplish . Coaching leaders still set the basic roles and tasks that need to be by followers , but they allow for input from their followers . Supporting leader allows followers to the decisions related to getting tasks , but determining what tasks need to be accomplished is a agreed upon decision . And a delegating leader is one where the follower and leader are mutually involved in the basic and process , but the ultimate control for tasks is left up to the follower . exchange theory ( explores how leaders enter into with followers through a series of exchange agreements enabling followers to grow or be held back . There are three stages of relationships stranger , acquaintance , and partner . The stranger stage is one where their interests primarily guide the follower and the leader . In the acquaintance stage , exchanges between a leader and follower become normalized and aren based on a system . Finally , the partner stage is when a follower stops being perceived as a follower and starts being perceived as an equal or colleague . is the act or condition under which an individual helps or supports a leader in the accomplishment of organizational goals . In Ira concept of followership , he describes four different followership styles resource , individualist , and partner . First , a resource is someone who Will not support or challenge their leader . Second , an individualist is someone who engages in low levels of supervisory support but high levels of challenge for a leader . Third , support their leaders but don challenge them , but they are known for doing the bulk of the work . Lastly , partners are people who show both high levels of support and challenge for their leaders . Partners have an inherent need to be seen as equal to their leaders with regard to both intellect and ' I

skill levels . new Think back to one of your most recent leaders . If you were to compare their leadership style to and ( theory , which of the four leadership styles did this leader use with you ?

do you this leader used this specific style with you ?

Did this leader use different leadership styles with different followers ?

do you think relationships are so valuable to one career trajectory ?

do you think more followers or leaders go out of their ways to develop relationships thinking about your relationship with a recent leader , what type of follower were you according to Ira concept of Coworker ( Peer Relationships ) List and explain Patricia characteristics of coworker . Differentiate among Kathy and Lynn Isabella three types of coworker relationships . Explain Patricia and Daniel list on coworker relationships . ma 32 LU ' Describe the three ways coworkers go about disengaging from workplace relationships articulated by Patricia and Perry . Characteristics of Coworker Relationships According to organizational workplace relationship expert Patricia , peer coworker relationships exist between individuals who exist at the same level an organizational hierarchy and have no formal authority over According to , we engage in these coworker relationships because they provide us with mentoring , power , and support . Let look at all four of these . Reasons for Workplace Relationships Mentoring First , our coworker relationships are a great source for mentoring within any organizational . 462

It always good to have a peer can run to when you a question or need advice . Because this person no direct authority over , you can interact with this person without fear of reproach if these relationships are healthy . VVe discuss what happens when you in the next section . Sources of Information Second , we use our peer coworker relationships as sources of information . One of our 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 let 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 tion quality , refers to the degree to which an individual perceives the information they are receiving as accurate , timely , and useful . Ever had that one friend always has great news , that everyone else heard the previous week ?

Not all information sources provide you with quality information . As , we need to establish a network of 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 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 say that power can help 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 fourth reason we engage in peer coworker relationships is social support . For our purposes , let define social Support as the perception and actuality that an individual receives assistance and care from those people within their life . Lets face it there a reason corporate America has been referred to as a concrete jungle , a circus , or a theatre 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 . re humans we re . As such , no organization is perfect , so it always important to have those peer coworkers we can go to who are there for us . One of our has a coworker who they call whenever our coauthor needs to be talked off the Our coauthor likes higher education and loves being a professor , but occasionally something happens , and our coauthor needs to vent to about something that occurred . For the most part , our coauthor doesn want their coworker to solve a problem our coauthor just wants someone to listen . VVe all need to in the workplace , and having peer coworker relationships is one way we do this . Other Characteristics In addition to the four characteristics discussed by , argue that three other features are also important trust , relational maintenance , and ability to Trust 46 ' I

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 iii ( In essence , in the workplace , we eventually learn how to make ourselves vulnerable to our coworkers believing that our coworkers will do what in our best interests . Now , trust is an interesting and problematic concept because it both a tion of workplace relationships and 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 ers 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 binary concept ( trust or no 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 ( where you went to college , your major , your ) but over time , as we ve discussed before in this book , we start to as deeper levels as our trust increases . Most coworker relationships will never be intimate relationships or even actual ships , but we can learn to trust our coworkers within the confines of our jobs . Maintenance and Daniel . Canary write that definitions of the term relational maintenance can be broken down into four basic types . To keep a relationship in existence . To keep a relationship in a specified state or condition . To keep a relationship in a condition and . To keep a relationship in 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 , defines maintenance difficulty as the degree of difficulty individuals experience in interpersonal relationships due to misunderstandings , incompatibility of goals , and the time and effort to cope with 35 Imagine you have two coworkers who tend to behave in an inappropriate fashion . Maybe one coworker sits there and rolls his eyes at everything his coworker says , or perhaps she uses exaggerated facial expressions to mock her coworker when he talking . Having these types of coworkers will cause us ( as a third party witnessing these problems ) to spend more time to maintain relationships with both of them . On the 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 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 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 , its essential that we strive not only to maintain healthy relationships with our coworkers ourselves , but also to foster an environment that encourages our coworkers to maintain healthy relationships with each other . However , it important to note that some people will simply never play well in the sandbox with 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 . 464

Ability to Focus Have you ever found your mind Wandering while you are 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 text , ability to focus as the ability to pay attention to activities without being with extraneous issues such as thoughts or 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 , stab each other in the back , sip , and engage in numerous other counterproductive workplace ( or deviant workplace ) behaviors , then it going to be a lot harder for you to focus on your job . Types of Coworker Relationships Information Peer Information Sharing Workplace Networking Knowledge Collegial Peer Career Strategizing Feedback Recognizing Friendship Special Peer Emotional Support Personal Feed back Friendship Figure Types of Coworker Relationships Information Sharing Now that we ve looked at some of the characteristics of coworker relationships , let talk about the three different types of coworkers that research has . Kathy and Lynn Isabella found that there are essentially three different types of coworker relationships in the workplace information peer , collegial peer , and special Figure illustrates the basic things we get from each of these different types of peer relationships . Information Peers Information peers are cause we rely on these individuals for information about job tasks and the organization itself . As you can see from Figure , we engage information peers in four basic types of activities we engage information peers for tion sharing , workplace socialization and , networking , and knowledge management and maintenance . First , we share information with our information peers . Of course , this information is , so the information is designed to help us complete our job better . 465

Workplace Socialization and Second , information peers are vital ( hiring workplace socialization or . Workplace can be defined as the process by which new organizational members learn the rules ( explicit policies and explicit procedures ) norms ( you go on break , how to act at work , who to eat with , not to eat with ) and culture ( innovation , team orientation , competitiveness ) of an organization . Organizations often a very formal process for workplace socialization that is called boarding . is an organization helps new members get acquainted with the organization , its members , its customers , and its . Networking Third , information peers help us network within our organization or a larger . Half of being fill in any organization involves getting to know the key players within the organization . Our information peers will already 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 us meet other professionals as well . Knowledge 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 edge 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 need to find previously written reports or a list of customers names and addresses . These are examples of the types of information that may exist physically ( or electronically ) within the organization . Tacit knowledge , on the other hand , is the that difficult to capture permanently ( write down , visualize , or permanently transfer from one person to another ) because its garnered from personal experience and . Informational peers who have been in an organization for a long time will have a lot of tacit knowledge . They may have an unwritten of why policies and procedures are the way they are now , or they may know to read certain clients because they ve spent decades building relationships . For obvious reasons , its much easier to pass on explicit knowledge than implicit knowledge . Collegial Peers The second class of relationships we have in the workplace are Collegial peers or relationships that moderate levels of trust and and are different from information peers because of the increased 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 , feedback , recognizing competence and performance , and friendship . Career First , collegial peers help us with career strategizing . strategizing is the process of creating a plan of action for ones career path and trajectory . First , notice that career strategizing is a process , so its 466

marked by gradual changes that help you lead to your ultimate result . Career isn that happens once . Often our intended career paths take twists and turns we never expected or predicted . However , our collegial peers are often great resources for helping us think through this process either within a organization or a larger . Feedback Second , collegial peers also provide us feedback . We often turn to those who are around us the often to see how we are doing within an organization . Our collegial peers can provide us this necessary feedback to ensure we are doing ourjobs to the 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 and 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 job than 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 ( liking hard work , having a positive attitude , working in a team ) cognitive abilities ( information about a , technical knowledge , knowledge ) and skills ( writing , speaking , technical ability ) necessary to complete critical tasks . Not only do our peers recognize our attitudes , cognitive abilities , and skills , but they are also there to pat us on the backs and tell us we ve done a great job when a task is . Friendship Lastly , collegial peers provide us a type of friendship in the workplace . They also offer us someone we can both like and trust in the workplace . Now , it 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 work more bearable and even enjoyable . At the collegial level , you may not associate with these friends beyond workplace functions ( sitting next to each other at meetings , having together , projects to work on together ) Its also that a group of collegial peers will go to events outside the workplace as a group ( going to happy hour , throwing a holiday , attending a baseball ) Special Peers The group of peers we work with are called special peers . and Isabella note that a special peer relationship involves revealing central and personal dilemmas in work and family realms . Pretense and formal roles are replaced by greater and Special relationships are marked by , emotional support , personal feedback , and friendship . Confirmation First , special peers provide us with validation . we are having one of our darkest days at work and are not sure were doing our jobs well , our special peers are there to let us know that were doing a good 46 ' I

job . They approve of who We are and what we do . are also the first people we go to when we do something Well at work . 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 and Pamela have noted there are four types of emotional social support we get from peers positive , negative , and empathic ( 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 project . Negative emotional support , on the other hand , is when you and a special peer talk about the ( to work . For example , maybe of you talk about the problems Working with a manager or coworker . The third form of emotional social support is 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 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 validate your feelings and thoughts about the interaction . Personal Feedback Third , special peers will provide both reliable and candid feedback about you and your Work mance . One of the nice things about building an intimate special peer relationship is that 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 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 within the workplace . Most people will only one or two people they consider a special peer in the workplace . You may be friendly with a lot of your peers ( collegial peers ) but a 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 , 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 can not make you form a friendship with that person . Most of the people you work with will not be your friends . You can amazing Working relationships with your coworkers , but you may only develop a small handful of Workplace friendships . Second , workplace friendships have a 468

personalistic focus . Instead of just viewing this individual as a coworker , we see this person as someone is a whole individual who is a friend . According to research , workplace friendships are marked by higher levels of , frankness , and depth than those who are peer coworkers . Friendship Development in the Workplace According to Patricia and Daniel Cahill , workplace friendships are developed by a series of influencing factors individual and personal factors , contextual factors , and communication changes . First , some friendships develop because we are to the other person . Maybe you re drawn to a person in a meeting because she has a sense of humor that is similar to yours , or maybe you find that another coworker attitude towards the organization is exactly like yours . the reason we , we are often to people that are like us . For this reason , we are often drawn to people who resemble ourselves dem ) graphically ( age , sex , race , religion ) 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 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 been noticed concerning contextual factors controlled by the organization opportunity and 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 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 an organization that attempts to create an environment where people can make friends , but if you don think you can trust your coworkers , you re not very likely to make workplace friends . Although the opportunity is important seeing how an individual responds to the organization , friendship prevalence is probably the more important factor of the two . If I 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 . an individual isn committed to the workplace , they will probably start looking for anotherjob . 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 and personal topics . and Cahill note that change from friend to close friend is marked by decreased caution and increased intimacy . Furthermore , this transition in friendship is characterized by an increase in discussing problems . The final transition from a close friend to almost best friend . According to 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 ' I

work and personal issues became increasingly more detailed and Relationship Disengagement Thus far , we ve talked about workplace friendships as positive factors in the workplace , but any friendship can sour . Sonic friendships sour because one person moves into a position of authority of the other , so there is no longer perceived equality the relationship . Other friendships occur when there is a relationship violation of some kind ( see Chapter ) Sonic 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 . 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 and Perry were the first researchers to discuss how colleagues disengage from relationships with their and Perry found three distinct tools that coworkers use talk , cost escalation , and ) Before explaining , we should that people use all three and do not nec ily progress through in any particular order . Talk The first strategy people use when disengaging workplace friendships involves ship talk . talk is exactly what it sounds like you officially have a discussion about the friendship ending . The goal of ) talk is to the other person and inform them that ending the friendship is the best way to ensure that the two can continue a al , functional relationship . all workplace friendships could end in a situation where both parties agree that it in everyone best interest for the friendship to stop . Still , we all know this isn always the case , which is why the other two are often . Escalation The second strategy people use when ending a workplace friendship involves cost escalation . Cost involves tactics that are designed to make the cost of the relationship higher than getting out of the relationship . For , 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 back . All of these are designed to the cost of the relationship too high for the other person . The final strategy involves . can come in one of two basic . First , an individual can depersonalization a relationship by stopping all the interaction that is not . 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 behavior is to alter the ship one of closeness to one of professional distance . The second way people can 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 go . If you see the workplace friend coining the hallway , you go in the direction or ( hick inside a room before they can see you . Again , the purpose of this type of ( is to put actual distance between you and the other person . According to and ry research , depersonalization tends to be the used tactic . 470

Keg Takeaways According to Patricia , in for reasons , information , and support . in coworker for trust , and ability to focus . Kathy and Lynn that arc of information , and . Information arc on for information about job tasks and organization . arc With whom we of trust and and that is two individuals . on hand , arc of trust and , a in . Patricia Si and Cahill created a list of influencing factors on . First , arc simply more drawn to sonic than . As such , traditional notions of attraction and arc at play . A factor . arc ( moving , opportunity , and ) that impact to which . Finally , as through four of , and almost . Patricia and ways that coworkers can from in . First , individuals can in talk with a coworker , or to a coworker that a is . individuals can cost of maintaining than getting out of , which is cost . The final can utilize , occurs an individual stops all with a coworker that is not or simply to avoids . Think about your with . Which of Patricia four and additional characteristics at play in ?

Kathy and Lynn of in information , and . Think about your . Can you who fall into all ?

If not , why do you think you don all of If you do , how arc distinctly from ?

Think about an you to a with a . Which of Patricia and did you usc ?

Do you think arc ' I the ones described by and Relationships ab Work . Define the term romantic workplace relationship . Reconstruct Charles Pierce , and Herman model of romantic workplace relationships . Describe Renee and Sean four reasons why romantic workplace relationships develop . ma 22 ( DEC LU ' In 2014 poll conducted by and The Harris Poll , researchers found that 38 of workers had dated a coworker at least once , and 20 of office romances involved someone who is already 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 ( percent ) Furthermore , according to data collected by Stanford How Couples Meet and Stay Together research project , around 12 of married couples meet at work . 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 sword for organizations . In the modern organization , today office fling can easily turn into tomorrow sexual harassment lawsuit . Understanding Romantic Workplace Relationships According to Charles Pierce , and Herman , a romantic workplace relationship occurs when two employees have acknowledged their mutual attraction to one another and have acted upon their romantic feelings in the form of a dating or otherwise intimate From this perspective , the authors noted five distinct characteristics commonly associated with workplace romantic relationships . Passionate desire to be with one romantic partner . Shared , intimate . Affection and mutual respect . Emotional fulfillment and . Sexual gratification . A Model of Romantic Workplace Relationships In their article examining romantic workplace relationships , Pierce , and propose a model for understanding workplace relationships . Figure is a simplified version of that basic model . The 472

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 reasons romantic relationships develop in the workplace is Propinquity because we are around people in our offices every day . It this physical proximity that ultimately leads people to develop interpersonal attractions for some Interpersonal Attraction people . However , just because we someone Romantic Attraction attractive doesn mean were going to jump into a romantic relationship with them . We will never develop romantic attractions for most ( if not all ) people that we find attractive at work . However , romantic attraction does happen . At the same time , if you don desire a workplace , then even a romantic attraction won lead you to start engaging in a workplace relationship . If , however , You decide or desire to work ) lace Outcomes of ship , are likely to start ) in that . workplace Romance romantic workplace relationship . Once you start engaging in a romantic workplace relationship , there will be consequences of that ' relationship . Now , some of these consequences . A . are positive , and others could be negative . For our purposes , we broadly put these consequences into ' three different categories personal , professional , and organizational . Desire for Workplace ' Engagement In Workplace Relationship Figure Romantic Workplace Personal Outcomes The first type of outcomes someone may face are personal outcomes or outcomes that affect an and not their romantic ) romantic ) can have a combination of both positive and negative outcomes for the individuals involved . 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 ) is , individuals will be ha ) which can ) im ) act their , 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 , the individuals in those romantic workplace relationships may experience adverse outcomes . In this case , we might see a decrease in job satisfaction , organizational commitment , and employee motivation . We might also see romantic partners trying to put more distance between themselves and their romantic partner at work . In these cases , people might avoid being placed on the same project or working longer hours to avoid spending extra time with their romantic partner . OV ill it to that romantic workplace relationships can lead to personal 473

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 hard 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 Quinn listed six basic outcomes someone people achieve as a result of engaging in a romantic workplace relationship advancement , job security , increased power , financial rewards , easier work , and job efficiency . Each of these professional outcomes is not guaranteed , and depends on the nature of the romantic relationship and who the partner is . If someone partner has more power within the organization , they can show more favoritism towards their romantic power . In contrast , individuals on the same rung of the hierarchy , may not have the ability to create advancement . There is also the flipside to these professional outcomes . If a relationship starts to sour , someone could see their career advancement slowed , security , less power in the workplace , etc . Its in cases where romantic relationships sour ( especially between individuals at different rungs of an organization hierarchy ) when we start to see the real problems associated With romantic workplace relationships . Organizational Outcomes The type of outcomes happens not directly to the individuals within a romantic workplace ship , 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 , have members who are more satisfied , motivated , and committed . Of course , this all trickles over into higher levels of productivity . 011 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 And this gossiping is and can become a problem for a wide range of organizational members . Second , individuals ho are dating their boss can provoke 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 will simply dissolve . Sometimes this dissolution of the relationship is amicable , or both parties are satisfied 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 , negative romantic workplace relationships can have the negative outcomes for an organization leading to a decrease in job satisfaction , employee motivation , organizational commitment , and decreased productivity . Many of romantic workplace relationships could lead to formerly happy and productive organizational members looking for new jobs away from the person they were dating . 111 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 a sample love contract ) Other organizations ban romantic workplace relationships completely , and people found violating the policy can 474

be terminated . Why Romantic Workplace Relationships Develop Robert Quinn was the first researcher to examine individuals decide to engage in romantic place Renee and Sean have more recently updated the list of motives Quinn and found that the modern worker engages in romantic workplace for one of four reasons ease of opportunity , time , and the hookup . The first three of these motives are very similar to other motives one generally sees in interpersonal relationships in eral . Furthermore , these categories are not mutually exclusive categories . Let examine these motives in more detail . Ease of Opportunity 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 . This is similar to the idea of propinquity examined by Pierce , and in their tic workplace relationship development model discussed earlier in this chapter . Similarity The second motive discussed by and 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 similarities ( 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 days at work ( a year a week hours per day ) You mately 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 . also know that time is a strong factor when predicting sexual The Hook Up Speaking of sexual attraction , the filial motive people have for engaging in romantic workplace ships is called the hook up by and . 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 coworker . In and study , they do note , we found interesting about this theme was that it was only attributed to coworker workplace . Although several participants described ' I

SUN RU AER EE Elm A consensual agreement to be signed by two employees representing that their relationship is entirely consensual and acknowledging the employer policies and rules . This Standard Document is drafted in favor of the employer . It is based on federal law . This Standard Document has integrated notes with important explanations and drafting tips . For information on state law requirements for discrimination and harassment , see Laws State A Tool . Consensual Romance in the Workplace Agreement ( Love Contract ) DRAFTING NOTE READ THIS BEFORE USING DOCUMENT Employers allowing employees to engage in romantic relationships with one another can ask romantically involved employees to sign an agreement stating that their romantic relationship is entirely consensual and free from coercion , intimidation , and harassment . These agreements are often referred to as love contracts . Employers should consider using this love contract to minimize legal risk associated with employee romantic relationships , particularly potential sexual harassment claims . For more formation about the risks associated with employee romantic relationships , see Practice Notes , Romance in the Workplace ( and Harassment ( USE OF A LOVE CONTRACT Before employers request romantically involved employees to sign this agreement , they should interview each employee separately . They should record the conversation in written notes and ask questions designed to that the relationship is entirely consensual . The employer should then explain each portion of the agreement to each employee separately and review the policies it references with them . Finally , the employer should ask each employee to review the agreement and to sign it if they agree with its terms . MINIMIZING RISK To further minimize risk , all employers should consider and uniformly enforcing an policy ( for a sample policy , see Standard Document , Harassment Policy ( Implementing and uniformly enforcing a romance in the workplace policy ( for a sample policy , see Standard Document , Romance in the Workplace Policy ( Conducting training on sexual harassment prevention ( for more information , see Sexual Harassment Prevention Training Checklist ( BRACKETED TEXT Counsel should replace bracketed text in ALL CAPS with information to the circumstances . Bracketed text in sentence case is optional or alternative language that counsel should include , modify , or delete , as appropriate . A forward slash in bracketed text indicates that counsel should choose from among two or more alternative words or phrases . This number refers to other legal templates available from . 476

, Equal Employment Opportunity Workplace . The undersigned recognize and agree thatit is EMPLOYER NAME policy to provide an equal opportunity in hiring , employment , promotion , compensation , and all other decisions without regard to race , color , religion , creed , national origin or ancestry , sex , age ( 40 or older ) being a person with a physical or mental disability , veteran status , genetic information , or any other basis set forth in the applicable federal , state , and local laws or regulations relating to discrimination in employment , The undersigned understand that EMPLOYER NAME does not tolerate unwelcome or offensive conduct or conduct that creates a hostile work environment that is in any way based on or related to a person having any of the characteristics described above . The undersigned agree that they have received , read , understand EMPLOYER NAME NAME OF EQUAL EMPLOYMENT OPPORTUNITY POLICY and agree to adhere to all of its terms . DRAFTING NOTE EQUAL EMPLOYMENT OPPORTUNITY WORKPLACE Employers should consistently take advantage of opportunities to remind employees that they are an equal employment opportunity employer and that they do not discriminate based on any protected characteristic , whether under federal , state , or local law . Employers should ensure employees acknowledge this fact in this type of agreement in case one or both later brings a claim for harassment or discrimination related to a failed relationship . For more information about the legal risks of a failed employee romantic relationship , see Practice Note , Romance in the Workplace ( For a sample equal employment opportunity policy , see Standard Document , Equal Employment Opportunity Policy ( All Forms of Sexual Harassment Prohibited . The undersigned also recognize and agree that EMPLOYER NAME does not tolerate sexual harassment , a form of unlawful discrimination . Unwelcome sexual advances , requests for sexual favors , and other verbal or physical conduct of a sexual nature constitute sexual harassment when submission to such conduct is made , explicitly or implicitly , a condition of an individual employment or advancement submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting the individual or such unreasonable conduct interferes with an individual work performance or creates an intimidating , hostile , or offensive working environment . The undersigned agree that they have received , read , and understand EMPLOYER NAME NAME OF POLICY and agree to adhere to all of its terms . 477

DRAFTING NOTE ALL FORMS OF SEXUAL HARASSMENT PROHIBITED Sexual harassment is the most likely discriminatory practice an employee may claim if an employee romance goes awry . Accordingly , it is especially important to remind and request employees to acknowledge in writing that sexual harassment of any kind is absolutely prohibited and not tolerated ( for more information on the types of sexual harassment , quid pro quo and hostile work environment harassment , see Practice Note , Harassment ( It is also helpful to remind employees about the employer policy , which should contain mandatory procedures for reporting harassment if it occurs , and request that they acknowledge the policy in writing . Having this policy and applying it uniformly assists employers in making a defense in certain sexual harassment cases called the defense . For more information about the importance of policies and the defense , see Practice Note , Harassment Liability for Harassment Subject to Defense ( For a sample policy , see Standard Document , Harassment Policy ( Consensual Relationship . We , the undersigned employees , have entered into a personal relationship with each other . We agree as follows Our relationship is entirely voluntary and consensual . Our relationship will not have a negative impact on our work . We will not engage in any public displays of affection or other behavior that might create a hostile work environment for others or that might make others uncomfortable . We understand that one or both of us may need to transfer to another location to remove any of interest in our working environment , If a transfer will not remove the of interest , we understand that one of us may have to resign or be demoted to remove the of interest . We further understand that EMPLOYER NAME will first ask us to choose which ofus will be subject to a transfer , demotion , or resignation . lfwe fail to choose , EMPLOYER NAME will be forced to choose for us , We understand that EMPLOYER NAME will make such a decision without regard to any protected class characteristic and in compliance with EMPLOYER NAME NAME OF EQUAL EMPLOYMENT OPPORTUNITY POLICY and NAME OF ROMANCE IN THE WORKPLACE POLICY . We will act professionally toward each other at all times , even after the relationship has ended . We will not participate in any company decision making processes that could affect each other pay , promotional opportunities , performance reviews , hours , shifts , or career , while in this relationship and after the relationship ends . We agree that , if the relationship ends , we will inform EMPLOYER NAME if we believe it is necessary to protect our rights or if the NAME OF POLICY is violated . We each agree that , if the relationship ends , we will respect the other person decision to end the relationship and will not retaliate against the other person , engage in any unprofessional or ) 478

inappropriate efforts to resume the relationship , or engage in any other conduct toward the other person that could violate the NAME OF POLICY . DRAFTING NOTE CONSENSUAL RELATIONSHIP This section , the most important of the agreement , allows employees to show that the parties represented to the employer that their relationship was free from harassment , coercion , or intimidation . This representation minimizes risk to the employer that one of the employees will later claim they were sexually harassed or pressured into the relationship . It also demonstrates to courts that the employees were on notice about their expected conduct should problems later arise . ACKNOWLEDGING POTENTIAL CONFLICTS OF INTEREST The employees also acknowledge in this section that their relationship could create a of interest and agree to cooperate with certain procedures necessary to remove the of interest , including an optional clause subjecting one or both of them to transfer , or in a case scenario , demotion or termination . Possible in Reporting Structure It is strongly recommended that employers do not permit romantically involved employees to remain in the same reporting structure . This may include circumstances where one employee supervises the other or any other structure where one of the employees is able to affect the terms and conditions of the other employment . A lateral transfer of one of the employees to another department , group , or location is the easiest way to remove the , but where a transfer is not possible or feasible , it may be necessary to consider a demotion or termination of one of the romantic partners . In all cases , the employer should ask the romantically involved employees to determine which employee will be to minimize risk of discrimination claims . Decision Making Authority Over Terms and Conditions of Employment In this section , the romantically involved employees also agree that they will not participate in any decision making processes that could each other terms and conditions of employment . This clause contains an optional phrase allowing the employer to choose whether it should apply only for the duration of the relationship or afterwards as well . Although it may be logistically easier for the employer to limit it to the duration of the relationship , employers should strongly consider leaving the prohibition in place after the relationship ends to minimize risk of discrimination and retaliation claims ( for more information about retaliation , see Practice Note , Retaliation ( 1430 ) and Standard Document , Policy ( EMPLOYEE REPRESENTATIONS The representations by the romantic partners also help ensure that the employees will not Disrupt the workplace by acting unprofessionally . Allow the relationship to negatively impact their work . Negatively impact the environment of those around them . Finally , the representations reiterate that the employees Are aware of the employer harassment policy . Will not violate the policy in any way . Will follow its procedures for reporting any harassing behavior . This minimizes risk of a harassment claim and increases the likelihood of being able to use the defense in litigation if necessary .

IN WITNESS WHEREOF , the undersigned have executed this Agreement as of the DAY OF MONTH day of MONTH , YEAR . Dated this day of , Employees ( Employee Signature ) Printed Name ) Employee Signature ) Printed Name ) Witness ( Witness Signature ) Printed Name ) Created by Joseph Be ) with ti ' Law Labor ) Reprinted here with permission Reuters ) 11 ,

they had engaged in , this motive was never attributed to those pur How Coworkers View Romantic Workplace Relationships The final part of this section is going to examine the research related to how coworkers view these tic workplace relationships . The overwhelming of us will never engage in a romantic workplace relationship , but ( if not all ) of us will watch others who do . Sometimes these relationships work out , but they don . 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 Coworkers reported less honest and accurate to peers when they were involved in a romantic workplace relationship with a supervisor than with a different organizational Coworkers 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 ' Coworkers reported that they felt their peers were more likely to get an unfair advantage when dating their leader rather a coworker at a different level of the hierarchy . Peers dating subordinates were also felt to get an unfair advantage compared with peers dating people outside the organization . Cay or lesbian peers who dated a leader were trusted less , deceived more , and perceived as less credible than a peer dating a Organizational peers are less likely to deceive gay and lesbian peers involved in and to perceive gay and lesbian peers in as more caring and of higher character than heterosexual peers who date at omen 10 saw ri eve re in re wor ) ace rave ower eve ) satisfaction , but there was no relationship between observing sexual behaviors at work and job satisfaction for hen taking someone level of job satisfaction out of the picture , people who saw higher levels of sexual behavior in the workplace were more likely to look for anotherjob . As you see dating in the or ice and open displays of sexuality in the rec 11 some interesting outcomes for both the individuals involved in the relationship , their peers , and the organization . Keg Takeaways According to Charles Pierce , and , 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 Charles Pierce , and Herman model of romantic workplace relationships ( Seen in Figure ) have six basic stages propinquity , interpersonal attraction , romantic attraction , desire for romantic relationship , engagement ( I

in workplace relationship , and outcomes of workplace relationship ( personal , professional , and organizational ) Renee and Sean foun ( four basic reasons why romantic Workplace relationships occur ease of opportunity , similarity , time , and the hookup . First , relationships develop because we are around people a lot , and we are drawn to some people around us . Second , we perceive ourselves as similar to coworkers having identical personalities , interests , backgrounds , desires , needs , goals , etc . Third , We spend a lot of time at work and the more we spend time with people the closer relationships become and can turn into romantic ones . Lastly , some people engage in romantic workplace relationships for casual sex Without any kind of romantic entanglements , known as the hookup . As a Whole , the research on coworkers and their perceptions of romantic workplace relationships are generally more in favor of individuals ( both and straight ) who engage in relationships with coworkers at the same level . Coworkers do not perceive their peers positively when they are dating someone at a more senior level ( especially one direct supervisor ) Furthermore , observing coworkers engaging in sexual behaviors tends to lead to decreases in job satisfaction , which can lea ( to an increase in one desire to find another job . do you think the difference lies between romantic workplace relationships and sexual hen you evaluate the reasons people engage in romantic workplace relationships described Renee and Sean , do think their list is complete ?

Do you believe there are other reasons people engage in romantic workplace relationships ?

If you decided to engage in a romantic workplace relationship , would you be comfortable signing a love contract with your human resources department ?

Does your opinion differ if the target of your romantic affection is a follower , peer , or leader ?

Workplace Relationships . Define and explain the term deviant workplace behavior . Harden Fritz six types of problematic bosses . Describe Janie Harden Fritz eight types of problematic coworkers . ma 22 ( DEC LU ' Assess Janie Harden Fritz five types of problematic subordinates . Eventually , everyone is going to run into someone within the workplace that is going to drive them crazy . 482

There are many books out designed to deal with difficult people , toxic people , Workplace vampires , jerks , etc . Some of these people are just , whereas other problem people can be more egregious ( aggressive , bullying , deviating from Work norms , overly about everything ) view these people as problem people because ultimately take more ofour resources to deal with . There a reason some writers refer to problem people as emotional vampires because we have to use more of our emotional resources to deal these people , and they increase our levels of stress along the In this section , we are going to explore I The Different Boss I The Good Old Boss Bosses I The Okay Boss I The Toxic Boss I The Taskmaster I The Intrusive Harasser The Adolescent The Mild Annoyance The Bully The Independent The Pushy The Independent Other The Soap Opera Star The Abrasive . Incompetent Harasser Coworkers I The Okay Subordinate I The Abrasive Harasser I The Bully Subordinates I The Different Other I The Incompetent Renegade Figure Problematic People in the the different types of problem people we come in contact within the workplace and how we can strive towards workplace civility . In organizational literature , we often refer to these people as engaging in deviant workplace behavior , or voluntary behavior 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 . have problematic bosses , peers , and subordinates . In 2002 ( later updated in ( Harden Fritz created a typology of different types of problem people we encounter in the . Figure shows the typology . In this typology , Harden Fritz discusses how different positions in the workplace can lead to varying types of problem people . Let examine each of these individually . Problem Bosses Through Harden Fritz research into bosses , she found that there are six common types of problematic 483 (

bosses different , the good old boy or good old girl , the , toxic , the taskmaster , and the intrusive harasser . The Different Boss ' I First The Different Boss is someone a subordinate sees as different from them is 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 . For example , if someone boss is from another country , those cultural differences can make that subordinate see their boss as distractingly different . The Good Old Boy or Good Old Girl Boss Second is the good old boy or good old girl boss . type of boss is someone probably hasn progressed along With the modern World of corporate thinking . person may be gregarious and outgoing , but they tend to see the old ways of doing things as they re problematic . These individuals tend to see sexual harassment as something that isn a big deal in the workplace . Their subordinates are also more likely to view some of their behaviors as unethical . The 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 frustrating because the okay boss likes the status quo and creates an environment in which the average is the norm and people who exceed the are the outcasts . The Toxic Boss Fourth , We the toxic boss . These bosses are problematic in the workplace . They are often seen as unethical , obnoxious , and unprofessional by their subordinates . These are the types of bosses that can create hostile work environments and pit employees against each other for their amusement . However , when it comes to harassing behavior , they are less likely to engage in harassment directly . Still , they can often create environments Where both sexual harassment and bullying become the norm . The The fifth type of problematic boss is the taskmaster . The taskmaster is ultimately focused on getting the job done to advance their own goals , without concern for 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 Harasser Boss 484

Sixth , we have the intrusive boss . This individual tends to be highly interfering and often wants to get caught up in their subordinates personal and professional lives . are likely to be overly attentive in the workplace , which can interfere with an individual ability to complete their task assignments . this boss is likely to be one who engages in activities like sexual harassment , backstabbing , and behavior . Problem Coworkers Through her research into coworkers , Harden Fritz has found that there are eight common types of problematic coworkers the adolescent , the bully , the mild , the independent , the pushy or , the independent other , the soap opera star , and the the abrasive , incompetent . The Adolescent The first common problematic coworker is the adolescent . The adolescent is the Peter Pan of the business world , they don want to grow up . These people tend to want to be the center of attention and will be the first to let know when they ve accomplished something . You almost feel like you need to give them a for doing theirjob . However , if someone dares to question them , they tend to become very defensive , probably because they don want others to know how insecure they feel . The Bully Second , we have the bully . 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 their 2005 study , Charlotte and examined the available definitions for workplace bullying and determined five specific characteristics . The experience of negative behavior . Behaviors experienced persistently . Targets experiencing . Targets labeling themselves as bullied and . Targets with less power and difficulty defending You notice from this list that being a bully isn a behavior for these coworkers . This behavior targets individuals in a highly negative manner , happens over a long period , and can have term and ramifications for individuals who are targeted . VVe should note that 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 referred to as mobbing instead of bullying . Sadly , this is an occurrence in the modern work world . In a large study examining international corporations through both qualitative and quantitative methods , Randy , Vincent , and Steven Lopez report that of the organizations they investigated had routine patterns of workplace The Mild Annoyance ' I

The third of problematic coworker is the mild annoyance . it comes down to it , this person isn going to ruin your day , but are mildly annoying on a routine basis . Maybe it 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 its the coworker who plays music a little too 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 . The Independent Fourth , we have the independent . The independent is someone who likes to toot their own horn at work . This individual tends to be slightly to extremely narcissistic , thinking the world revolves around them . These individuals are not the type to take credit for other people work , but they also aren the type to do work that needs to be done unless they see its utility in making them look good . The or The fifth coworker is the pushy playboy or . The pushy playboy or is an individual marked by their tendency to push other coworkers into doing things for the pushy playboy or . Often these tasks have nothing to do with work at all . For example , the pushy or 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 . The 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 The Soap Opera Star The seventh common problematic coworker identified by Harden Fritz is the soap opera star . The soap opera star lives for drama in the workplace . New rumors of office This person will have the and probably a page devoted to the couple . For this reason , this person tends to be a to the nth degree and will be all up in everyone 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 . The Abrasive , Incompetent Harasser The final type of problematic coworker is the abrasive , incompetent harasser , which is an individual who 486

tends to be highly uncivil in workplace with a particular emphasis on harassing behavior . coworker is very similar to the intrusive harasser boss discussed earlier . This individual is generally viewed as incompetent and unprofessional in workplace . This person tends to score on all of the problematic work behaviors 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 . So , what 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 behaviors . Think of a time when you had to interact with a coworker who was not behaving . How was their behavior problematic ?

How did you feel challenged by this person ?

or your work ?

the future RESEARCH out stand up Stay calm Be rational . Journal was the outcome of this person behavior on your mindfulness practice , your relationship , If others were involved , how did they respond ?

role ( if any ) did you play in triggering this person behavior ?

will take away from this experience ?

How can you approach this person more mindfully in Research Spotlight In their 2017 , Stacy an ( Kathleen Krone examine the advice given to victims of workplace bullying . Going into this study , the researchers realized that a lot of the advice given to makes it their personal responsibility to end the bullying , You should just stand up to the bully or You re being too emotional 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 years in the organization where they were bullied . Here are the top ten most common pieces of advice victims received Ignore it not let it affect you Report the bullying Be mouth shut (

. A void the bully 10 . Toughen up The researchers discovered three underlying themes of advice . First , participants reported they felt they were being tol ( to downplay their emotional experiences as victims . The secon ( was what the researchers called the dilemma of advice , or the tendency to believe that the advice given wasn realistic an ( wouldn change anything . Furthermore , many who followed the advice reported that it made things worse , not better . Lastly , the researchers note the paradox of Some participants wouldn offer advice because bullying is contextual an ( needs a more ) ase ( approach . Yet others a ( that they offered the advice to others that they been offered , even when they knew the advice didn help them at all . The researches ultimately conclude , The results of this 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 i 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 efforts . Krone , 2017 ) and the paradox of workplace bullying advice . journal af Applied Communication , 45 ( 8291 Problem Subordinates In 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 identifies five clear troublesome subordinates the okay subordinate , the abrasive harasser , the bully , the different other , and the incompetent renegade . The Okay Subordinate First , we the okay subordinate . Just like the name suggests , this person is neither stellar nor awful this person is just okay . This person does tend towards being a mildly annoying busybody at Work . Still , none of their behavior rises to the status Where a supervisor would need to step in and counsel the employee behavior formally . The Abrasive Harasser Second , we have the abrasive harasser . The abrasive harasser is an individual who need regular counseling about what constitutes sexual harassment . They may not even always realize What types of behavior 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 . On the more extreme end , you people who are perpetual sexual who need to be severely counseled to protect the organization . In some cases , the person will need to be fired for harassing behavior . The Bully The next common problem subordinate is the bully . According to Harden Fritz , this subordinate is one who bosses others , authority , is competitive and is at the same time 75 If this person behavior is not curtailed by their supervisor , it can quickly become infectious and end up hurting cohesion throughout the entire office . Furthermore , need to recognize this behavior and 488

ensure that the targets of bully a safe and secure place to work . Don be surprised if this person decides to bully upward , or attempt to bully their supervisor . The Different Other 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 , a supervisor views someone as a different other , they may engage in subconscious discriminatory behavior towards their subordinate . The 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 , causes a lot of problems around the office . However , instead of 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 immediately initiate counseling to stop the behavior and build a case for termination if the behavior does not cease . Keg Takeaways deviance involves the voluntary of organizational members that violates significant organizational norms and practices or threatens the wellbeing of the organization and its members . Janie Harden Fritz has categorized six types of problematic bosses different , okay good old , toxic , taskmaster , and intrusive harasser . First , the different boss is someone a subordinate sees as distractingly different from them as a person . Second , the good old boss considers the old ways of doing things as when they re problematic . Third , the okay boss is okay and average in just about every way possible , coasting towards retirement . Fourth , the toxic boss is seen as unethical , obnoxious , and unprofessional by their subordinates . Fifth , the taskmaster is entirely concerned with completing tasks with no concern for developing relationships with their followers . Lastly , the intrusive harasser boss tends to be highly interfering and often wants to get caught up in their subordinates personal and professional lives . Janie Harden Fritz categorized eight types of problematic coworkers adolescent ( wants to be the center of attention and get nothing done ) the bully ( is overly demanding of their peers and takes credit for their work ) the mild annoyance ( engages in disruptive behaviors regularly but not to a drastic degree ) the independent ( likes to toot their own horn ) the pushy the playboy or ( pushes people into doing things for them ) independent other ( perceived as distinctly different from their coworkers ) the soap opera star ( loves to gossip and be in the middle of all of the workplace drama ) and the abrasive , incompetent ' I

( is highly in the workplace with a special emphasis in harassing behavior ) Janie Harden Fritz categorized five types of subordinates the okay subordinate , the abrasive harasser , the , the different other , and the incompetent renegade . First , the substitute is a follower who is not stellar or awful , just of the road . Second , the abrasive is an individual tends to be who needs counseling regularly about what constitutes sexual harassment . Third , the bully is someone who bosses their peers around , usurps authority , and engages in behavior when competition is not necessary ( all signs of who is deeply insecure ) Fourth , the different other is a follower who is perceived as distinctly different from their supervisor . Finally , the incompetent renegade is ethically incompetent and views as above the law within the organization . of the six types of problematic bosses would you have the most problem working for ?

In both the coworker and subordinate categories , difference is viewed as a problem in the workplace . do you think so many workers have a problem with difference ?

How should management approach situations where difference is impacting coworker relationships or relationships Think of a time when you ve worked with a problematic coworker . Which Harden ritz eight types of problematic coworkers did your coworker fit into ?

Did they fit into more than one How did you handle this coworker relationship ?

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 . started the chapter by the term ) and what it means to be a professional in today workplace . then scratched the surface of the and leadership research that examines leadership and followership . We discussed one of the most relationships we have in the workplace , the coworker relationship . Coworker relationships were followed by an of romantic entanglements in the workplace , along with their pros and cons . We end this chapter looking at problematic interpersonal relationships in the workplace . 490

Career Strategizing Exchange Collegial peers Personal responsibility Cost Escalation Profession Depersonalization Professionalism Deviant Workplace Behavior Relational Maintenance Directive Support Romantic Workplace Relationship Ease of Opportunity Similarity Emotional Vampires Social Support Ethics Special Peer Talk Followership Supportive Leadership Behavior Formal Language The Hookup Informal Language Time Information Peers Workplace Socialization Michaels ha ( working with Raja for several years , and the two were pretty friendly with each other . sent out to eat after work and on how to make their office better . The two en exactly best friends iii the workplace , but they were friends . Out of nowhere , was promoted by the CEO of the company and asked to take over the of her division . At first , things were smooth sailing . had no problems , an ( the ( was more under her leadership than it had been the previous manager . However , quickly realized she was to have problems with her old friend Raja . Almost immediately , Raja pointe ( out that was not one of us anymore to the rest of the division since was now in management . At first , it was a ( le remark , but things quickly started escalating . Anytime Raja didn get her way , she would email everyone up the corporate ladder with her complaints against ( the head of , the CEO , the chief operating officer ) In ( all she was doing was expecting the same level of work from Raja as she ( lid from anyone else in her division . One ( lay in a meeting , asked Raja to take on a new project . Surprisingly , Raja said yes and thought it was a good fit for her . asked Raja to give the update on the project at the next meeting . Throughout the next month , checked with Raja to see how the project was going . Raja scheduled a couple of meetings with Mon en to milk about the project , ut had to cancel because she was sick or her kid was sick . even suggested meeting at a coffee shop near Raja house to make things easier , ut Raja had to bail out because she forgotten she scheduled another appointment . Ultimately , the day of the next meeting . When got to the place on the agenda where Raja was supposed to in , Raja looked at the entire group and said , I never agreed to do sat stunned as the rest of the division sat there uncomfortably . Finally , pulled herself together an ( informed Raja that she had indeed agreed to take on the project . And that the 491

meeting minutes from the previous meeting along with the tape recording of the last meeting kept ) the secretary , showed her agreeing . After the meeting , went ) ack her office and the door . She was a bit ( by what transpired . After the meeting , of her coworkers came up to her to see if she was okay . They all sai ( variations of the same thing , heard her agree to take on the project last Thankfully , ha ( the secretary record their meetings to make taking notes easier . She then put the au ( recordings on an server so all members of the department could relisten to them if necessary . Mon en sat her desk , opened her email , and quickly noticed an email from Raja . 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 of her during the meeting by falsely accusing her of not having her job . Of course , the email was ( to everyone within the division and the higher corporate hierarchy . do you think and Raja relationship changed Mon en took a position of . hat type of problematic follower do you think Raja i . If you were , what would your next step be ?

END OF CHAPTER . In an attempt to make herself look good iii the organization , tends to hoard information . If something important comes across her desk , she tends to keep it instead of giving it to the people who coul ( use the information . hat type of unethical organizational communication is engaging in , according to Charles a . Coercive ( of the following is NOT a way to take personal responsibility in the workplace ?

a . Acknowledging that you are responsible for your choices in the workplace . Acknowledging that you are responsible for how you feel at work . Accepting that you call control your stress and feelings of burnout . Deciding to take control of your attitudes , thoughts , and behaviors . Deciding to let your determine the best path for your . During a meeting , I will not be joining the rest of the group this weekend at the trade show due to a meeting I have had on my schedule for a few The use of the words will not and I have instead of their contraction forms are examples of what type of use ?

a . Common . Formal Informal ( Jargon Peripheral 492 . At work , Stella inherent to be as her supervisor peer not ' 111 underling . Stella does her ( I , ut she no ) confronting her supervisor Stella thinks her is making a bad decision . According to Ira , what type of follower is Stella ?

a . A voider Individualist ( Partner Resource in Susan always looks at her coworker Polly as a ( of ) Polly came from a very religious upbringing and didn to fit in with the rest of the people who work at . For example , when Susan and her coworkers go out to eat , Polly doesn join them because her male colleagues will be there . Polly also doesn have any sense of pop culture at all . At a meeting recently , someone mentioned Lady Gaga , Polly asked if she was a member of 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 example of what kind of problematic coworker for Susan ?

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