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(EMAILWIRE.COM, August 24, 2013 ) Washington, DC -- A new study conducted by the IMD Business School in collaboration with University College London shows that emotional support by a superior to a subordinate might not be returned in the form of commitment. Professor Ginka Toegel, co-author of the research, does not think managers should expect loyalty or commitment in return for assistance in the personal problems of their employees. “Managers tend to regard emotional support as above and beyond their responsibilities and therefore worthy of reciprocation in the form of greater commitment,” he said. “For example, they might think an employee they have helped should have no qualms about working a little bit harder or staying a little bit later to meet a deadline.”
The research Toegel conducted proved otherwise. “Unfortunately, employees just don’t see it like that. They view emotional support as part and parcel of what their superiors do and are paid good money for,” he found. “Consequently, the shows of gratitude may never arrive – and the negativity can end up perpetuated not by the employee but by the manager, who feels terribly let down.”
Dozens of workers were interviewed in the study and asked whom they relied on for emotional support as well as how they felt about that support. Seventy-five percent of the middle managers and workers said their bosses were sources of emotional support but they did not feel the owed any type of debt for that support. One of the managers interviewed felt very let down when one of his employees resigned soon after he helped her out. “When she was turning the corner she said: ‘I’m leaving.’ I said: ‘I’m happy for you, but I feel a bit let down She said: ‘Oh, I didn’t think about that,’” he complained. “If I buy you a drink it’s sort of expected that the next time around you’ll buy me one. It’s in every element of our culture – except the workplace.”
Cass Business SchoolÂ’s Professor Andre Spicer thinks this is just one of the unrealistic expectations that take place in the workplace. "Our research on leadership dynamics in knowledge intensive firms shows that there are frequently mismatches between what bosses are willing to give and what employees want."
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