Parties using contradicting communication styles, pre-existing hostile work environments, and significant status differences are situations in which openness would not be an effective relational maintenance tactic.

In the workplace, individuals cannot choose their co-workers.

However, they can also be detrimental to productivity because of the inherent competition, envy, gossip, and distraction from work-related activities that accompany close friendships.

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These connections are multifaceted, can exist in and out of the organization, and be both positive and detrimental.

One such detriment lies in the nonexistence of workplace relationships, which can lead to feelings of loneliness.

If workers know that their superiors are treating them with the same respect and dignity in which they are treating their superior, they will then feel more positive and inviting feelings in regard to their relationship.

Other theories that explain the superior-subordinate relationships are workplace relationship quality, employee information experiences theory, and the leader-membership theory.

The theory states that an individual will act differently than they normally would due to the individual's awareness of being watched.

Specifically in Mc Gregor's X and Y theory, it states that the manager's approach has effects on the outcome of the worker.

These feelings of involvement and belonging lead to positive effects such as increased productivity and a reduction in exhaustion.

Having friendships in the workplace can not only improve efficiency, but it can also encourage creativity and decision-making within the organization.

They can, however, choose who they want to have a professional relationship with and who they want to form a friendship with outside of work.