Aussies wary of friendships with their bosses, survey finds

Australians reportedly prefer to maintain professional boundaries with their superiors in the workplace, according to a recent survey by people2people Recruitment.

Results from the poll indicated that 70% of respondents avoid forming friendships with their boss, with only 20% describing their relationship as friendly, and 10% being open to such a relationship.

Leanne Lazarus, Recruitment Manager at people2people Recruitment, commented on these findings: "Friendships in the workplace are undeniably important for fostering trust and team cohesion, but when it comes to befriending your manager, the stakes are higher. Professional boundaries matter—not just to preserve fairness, but also to ensure a supportive and equitable workplace environment for everyone."

The survey also illustrated a generational divide in attitudes towards workplace friendships. Baby boomers were shown to be the most likely to have friendships with their bosses, with 26% reporting such relationships. In contrast, while Millennials and Gen Zs are more open to friendships with colleagues in general, they are slightly less inclined to extend this to their managers compared to older colleagues.

Participants expressed mixed views on the impact that friendships with a boss might have. Some 31% of respondents indicated that such friendships increase happiness and motivation, while 47% stressed the need for clear boundaries, suggesting discomfort with blurred professional lines. Meanwhile, 22% felt it made no difference.

Concerns about fairness were also highlighted, with 40% of respondents suggesting that friendships with a boss might lead to bias, while 52% stated it would depend on the boss, and only 8% believed it would not matter.

Lazarus underscored the importance of fairness in maintaining team morale, explaining, "Perceptions of fairness are central to team morale. Managers must work hard to ensure that their relationships—friendly or not—don't impact decision-making. Clear communication, transparency, and inclusivity can go a long way in building trust."

Lazarus also offered guidance on maintaining healthy workplace relationships. Suggested practices include:

Set Boundaries: Clearly define when and where personal interactions are appropriate. For instance, avoid discussing personal matters during critical meetings or work hours. Use informal settings, such as team lunches or after-work gatherings, to engage socially.

Stay Fair: Develop and follow objective criteria for work-related decisions, such as promotions, project assignments, or feedback. Document key decisions to ensure accountability and transparency.

Support Your Team: Regularly assess team dynamics by seeking feedback during one-on-one check-ins or anonymous surveys. Be mindful of how close relationships might be perceived and actively involve all team members in decision-making processes.

Value Transparency: Be clear about your expectations regarding professional boundaries. For example, if you're a manager, communicate how you'll handle personal relationships to ensure fairness in the workplace. For employees, discuss with your manager how to navigate the friendship without blurring professional lines.

Provide Support: For managers, advocate for mentorship programs or peer-support groups within your organisation. Encourage leadership to offer workshops on managing workplace relationships effectively.