Career advice: Should bosses play favourites?

Bosses often display favouritism, which can stem from various factors. While favouritism might benefit less structured teams by clarifying roles, it typically breeds resentment and demotivation among other employees when perceived as unfair.

A survey of US executives revealed that over half admitted to favouring specific employees during promotions. This indicates a prevalent practice of prioritising personal connections over objective merit.

Common reasons for favouritism include shared interests, trust, and perceived leadership potential. However, unchecked favouritism can create a toxic work environment and hinder overall productivity.

Can favouritism ever be justified, or is it always detrimental to the workplace?

Also Read: How to handle a toxic boss

The fine line between effective leadership and harmful favouritism

Research from Personnel Psychology showed how managerial favouritism can have a significant impact on team performance. Well-structured teams with a favouritism-prone boss experienced a decline in performance, while less structured teams saw an improvement.

For instance, in teams with diverse skill sets and backgrounds, favouritism can exacerbate conflicts and hinder collaboration. When team members have different perspectives and priorities, a clear hierarchy and strong leadership can help to mitigate these differences. However, if the leader plays favourites, it can further exacerbate tensions and hinder team performance.

Another study published in the Journal of Applied Psychology found that perceived unfairness, including favouritism, can lead to decreased job satisfaction, lower organisational commitment, and increased turnover intentions.

Airbnb CEO Brian Chesky told CNBC that bosses need to exercise favouritism to be successful. He believes that by identifying and nurturing top talent, leaders can drive innovation and achieve organisational goals.

Effective managers recognise their employees’ strengths and support their growth. This helps create a more productive and engaged team. It’s important to balance support for top performers with the needs of all team members, Chesky said.

“You can have people making sure there’s not unconscious bias, people keeping you honest [and] looking for disparate impact inside the organisation,” said Chesky. “You can do a lot of surveys and you can use that to reinforce your assumptions, but the notion that a CEO should not have discretion in [deciding] who should be in a room [is wrong].”

Also Read: Ministry of Manpower files Workplace Fairness Bill

How favouritism can poison the workplace

Favouritism, while often seen as a negative aspect of workplace dynamics, is a reality in many organisations. Despite efforts to establish merit-based systems, personal biases and preferences can still influence decision-making, so here are 10 ways favouritism can harm a workplace:

Decreased morale: When employees feel undervalued and overlooked, it can lead to decreased morale and job satisfaction.

Reduced productivity: Favouritism can reduce productivity as employees may become demotivated and less engaged in their work.

Increased turnover: Employees may seek employment elsewhere to escape a toxic work environment.

Resentment and hostility: Favouritism can breed resentment and hostility among employees, leading to a toxic work culture.

Bullying and harassment: In extreme cases, favoured employees may use their position to bully or harass others.

Unfair treatment: Favouritism can lead to unfair treatment of employees, such as unequal workload distribution or limited opportunities for advancement.

Reduced trust: Favouritism can erode trust between employees and management, leading to decreased collaboration and teamwork.

Poor communication: A lack of trust can hinder effective communication and lead to misunderstandings.

Legal issues: Favouritism can lead to legal issues, such as discrimination or wrongful termination lawsuits.

Damaged reputation: A company with a reputation for favouritism may struggle to attract and retain top talent.

Actively preventing favouritism in the workplace

While it’s difficult to completely eliminate unconscious biases, organisations and leaders can take proactive steps to minimise favouritism and its negative impacts:

1) Establish clear criteria and processes

Develop objective criteria for performance evaluations, promotions, and project assignments. Make these criteria transparent and accessible to all employees. Implement standardised processes for decision-making, such as using structured interviews and performance reviews based on quantifiable metrics.

2) Promote a culture of feedback

Encourage open and honest feedback between managers and employees. Regular check-ins and performance reviews can help identify and address potential biases. Create channels for employees to voice concerns about perceived favouritism without fear of retaliation.

3) Diversify decision-making

Involve multiple individuals in important decisions, such as hiring, promotions, and performance evaluations. This can help mitigate the impact of individual biases.

4) Training and development

Provide training to managers and employees on unconscious bias, diversity and inclusion, and fair workplace practices. This can help raise awareness and promote a more equitable work environment.

Striking a balance

The debate on whether bosses should play favourites is complex. While some argue that favouritism is inherent in leadership and can be used strategically to drive performance, others emphasise its detrimental effects on workplace morale and productivity.

The key lies in striking a balance. Leaders should recognise and leverage the strengths of their team members, but this should be done fairly and transparently.

By focusing on objective criteria, clear communication, and a culture of feedback, organisations can create an environment where all employees feel valued and motivated, minimising the negative impacts of favouritism.

Moving forward, it’s crucial to prioritise fairness and equity in the workplace. This not only fosters a more positive and productive work environment but also protects organisations from potential legal and reputational risks associated with favouritism.