Manager-subordinate dyads: Relationships among task and social contact, manager friendliness and subordinate performance in management groups

Abstract

A survey of management teams is undertaken to examine task and social contact within manager-subordinate dyads. The evidence presented suggests that managers sustain different relationships with subordinates depending on their level of task performance. Subordinates who are rated high on performance have high task contact with their manager, whose behavior is experienced by them as friendly. Those who perform at a low level have low task contact with the manager and experience relatively little friendliness. Contrary to our prediction, friendliness does not lead to social interaction. The implications for both team building and current leadership theories are explored.