I believe in relational leadership

The importance of having a good manager has been pointed out by most of my colleagues, and a strong point was made about how a project leader or a direct manager should communicate and create adhesion within the project group or a team, even if it is a mixed one (with employees, plus contractors/freelancers).

The relational manager theory of Uhl-Bien (2006) builds around the level of engagement a leader has with its followers and the emotional connection between them. At the same time, ′if a relational is not personal and doesn’t stand on common beliefs and a connection outside the professional environment, it’s likely to be overthrown by others that are′.

In my discussions with clients, co-workers and even during interviews, Uhl-Bien’s theory like – fluid exchange, communication through emotional connection, relation fuelled by same beliefs and goals have been brought up at every step.

1. Fluid exchange

One of the most effective way of cultivating a relationship is to communicate and find common ground. I usually interact with experienced professionals that will raise to the management all issues that will prevent him or her from doing their job.

On top of this, it will be expected from him/her to always be informed and updated about what is going on inside an organization that could impact on the current agreement.

As explained before, management plays as essential role here. Sometimes I miss the news. It is important to communicate and keep people informed and keep track of their wellbeing. (I., 42 years old)

It was pointed out to me how beneficial is to find that they can raise concerns to management and feel that a channel is always open. And also, it was pointed out that if the door is not open, it causes frustration.

It is important to be heard if you have issues and problems to be able to go to your manager and for them to do something about it.?If not, it causes frustration. (Z., 35 years old)

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2.????Emotional connection

Relational leadership implies making the follower feels like a part of the task and not the owner of a task, is a way of expressing recognition for the contribution one might have.?This approach can represent a method to stimulate experienced professionals, even freelancers, to accept a manger’s guidance in order to fit in the frame of an organization.

A freelancer will have the same needs: relationship with people, not very close but feel you can count on someone, feel you are supported and understood, if you feel the punishment is on the table that is not what you want for yourself. (M, 37 years old)

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3.?????Similar beliefs and goals

The base of an emotional connection is in having similar beliefs and goals on different level, but especially professionally.

Most of us do count on their manager for consulting advice, for being treated as equals, for having their positions and professional expertise valued, and each of these empowers them to better perform and makes them feel included.

For a good manager this is no difference, but from a formal point of view, employees are more protected by legislation, social security, but for the real manager should not be different.

For me I am always expecting advice I don’t picture myself at the top line and then I don’t believe anyone can be under me, even if I am an experienced professional. It doesn’t matter the level of education, we are team, I see myself a part of the team and don’t think things should be different. If I have an issue I go to my manager. That’s how you will be successful. (M, 32 years old)

It was also revealed that being comfortable with your manager drives the relation and strengthens the connection between follower and leader.

The relationship doesn’t have to be as close and there are less legal restrictions. On the other hand, a manager shouldn’t treat a contractor any differently from the way he would treat an employee in what concerns their involvement in team activities and a contractor should feel confident openly sharing with the manager inputs regarding the organization. (Mi 37 years old)

Interacting from a managerial position with experts that are aware of the variety of professional opportunities can be challenging and adopting the right approach can influence on people’s /motivation and commitment towards the team/ organization.