Overview
Eliana Huerta
Sep 8 10:45pm| Last reply Sep 9 12:29amI believe Rorsted's statement about being "friendly, but not a friend" means that leaders can have positive and respectful relationships with employees while still maintaining professional boundaries. Once someone becomes a supervisor, their responsibilities change. They may have to evaluate performance, correct mistakes, address conflicts, or make decisions that employees do not like. Cardon (2024) emphasizes the importance of credibility and effective interpersonal communication in professional relationships. In my opinion, becoming friends with employees can sometimes make these responsibilities more difficult because personal feelings may influence professional decisions or create the appearance of favoritism.
I agree with Rorsted's perspective to an extent. A supervisor does not need to be distant or unfriendly, but there should be boundaries. This is especially important in a work environment like construction, where supervisors and team members may spend long hours working closely together. A leader can build trust, communicate openly, and care about employees without allowing personal relationships to interfere with accountability.
I do think friendships can make honest conversations more difficult. For example, addressing poor performance with someone you consider a close friend may feel uncomfortable because you may worry about damaging the friendship. However, avoiding the conversation could negatively affect the employee, the team, and the organization. They should also listen to the employee's perspective and communicate respectfully. Preparing in this way allows a supervisor to approach difficult conversations with greater confidence while maintaining both professionalism and respect (Cardon, 2024).
Reference
Cardon, P. W. (2024). Business communication: Developing leaders for a networked world (5th ed.). McGraw Hill.
Brenda Flores
Sep 8 10:23pm| Last reply Sep 9 12:50amI believe Rorsted means that you can be friendly with others at work, but clear boundaries need to be established. I am a big believer that any relationship works better when two individuals get along or, in this case, are friendly rather than when they do not get along. For instance, Cardon (2026) tells us that one of the fastest ways to increase trust is through self-disclosure.
However, I believe boundaries need to be established between supervisors and the individuals they supervise. Those boundaries should include protecting private company information, information about other employees, and sensitive matters that should remain within management. Boundaries should also prevent favoritism, special accommodations, or anything that may appear to be provided because of a friendly relationship. Not establishing these boundaries can create a conflict of interest and may even lead to termination.
When discussing self-disclosure and the difference between being friendly and being friends, self-disclosure can simply mean sharing what you did over the weekend. This can help build rapport and create a friendly workplace relationship. On the other hand, discussing marital problems, issues with other managers, or confidential workplace matters may cross professional boundaries.
I think being friends can make honest workplace conversations more difficult. You may begin a conversation wondering whether the other person will be mature and understanding or whether the situation could go wrong and affect your friendship. As Cardon (2026) mentioned, “Difficult conversations often center on disagreements, conflict, and bad news” (p. 103). It takes a very strong friendship to withstand these types of conversations.
I am personally a very friendly person, both inside and outside the workplace. I know how to establish and respect boundaries, which has helped me develop positive and friendly workplace relationships. However, I must be honest that I have felt hurt when receiving bad news from a supervisor whom I considered a friend. Still, I have to step back and remember that although they may be my friend, they also have to fulfill the responsibilities of their position.
Cardon, P. W. (2026). Business communication: Developing leaders for a networked world: 2026 release. McGraw Hill. I agree with Rorsted's perspective to an extent. A supervisor does not need to be distant or unfriendly, but there should be boundaries. This is especially important in a work environment like construction, where supervisors and team members may spend long hours working closely together. A leader can build trust, communicate openly, and care about employees without allowing personal relationships to interfere with accountability.
I do think friendships can make honest conversations more difficult. For example, addressing poor performance with someone you consider a close friend may feel uncomfortable because you may worry about damaging the friendship. However, avoiding the conversation could negatively affect the employee, the team, and the organization. They should also listen to the employee's perspective and communicate respectfully. Preparing in this way allows a supervisor to approach difficult conversations with greater confidence while maintaining both professionalism and respect (Cardon, 2024).
Reference
Cardon, P. W. (2024). Business communication: Developing leaders for a networked world (5th ed.). McGraw Hill.