The question of how kind entrepreneurs should be and how close they should get to their subordinates has long been a subject of debate. Studies conducted in the field of القيادة, suggest that the skills

key leadership skills require leaders and entrepreneurs to be friendly and kind to their team members in order to win their support. We see people in leadership positions

change some of their habits to become friendlier toward their subordinates.

Studies aim to confirm that leaders and entrepreneurs should build friendly relationships with their subordinates, as this motivates them to work harder and more effectively, since

the team will work for someone they like.

While this may sometimes be true, being too friendly with your employees can backfire and lead to unforeseen problems.

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Potential Risks

If you’re new to leadership, be aware of the potential risks that can arise when you have personal relationships with your team; this will undoubtedly hinder

Career goals; because you’ll often find it hard to tell people “no” when you want to, and may get used to saying “yes” to meet everyone’s expectations.

Taking on a leadership role is a step forward in your career. True leaders don’t see it as merely a promotion, but also as an opportunity to distance themselves from

the team to show that they’re in charge, by creating distance between themselves and Team بمرور الوقت.

Although the relationship will change, especially if you’re all on the same team, it shouldn’t become overly dramatic. Creating distance in a way that is

sudden and noticeable may cut you off from the team, which is a bad thing.

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The Seven Deadly Sins

In “The Seven Deadly Sins of Leadership,” published in Inc., Gordon Tredgold says: “It’s a mistake to be too friendly with your subordinates; it’s intimidating;”

You shouldn’t expect to solve problems that arise by being overly friendly with the team.”

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Backfire

In her Forbes article, “The Backfire of Being Nice,” Nicole Lipkin says: “If you’re too nice, you risk making decisions

that aren’t right, delaying your employees’ work, and becoming too close to them at the expense of offering firm opinions and guidance. Skilled leaders

understand that they have to make consequential decisions, and that some decisions may negatively affect team members if they are too friendly with them.

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تجنب المغامرة

Nice, friendly people tend to avoid taking risks because they prefer social harmony to trying new things or facing risks, whereas

leaders understand that they have to venture into new territory, which may involve battles and conflicts. Avoiding that too much—by being a nice leader—could lead to

Sometimes, it can backfire, causing even more hardship and losses for the leader and their subordinates.

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نموذج ميلجرام

In a study by Laurent Bègue, Jean-Léon Beauvois, Didier Courbet, Dominique Oberlé, Johan Lepage, and Aaron Duke, titled “Personality Predicts Obedience

in the Milgram Paradigm,” the kindest leaders were more obedient and fearful. When they replicated Milgram’s experiment, they found that people who scored higher in

agreeableness experienced the shocks as more painful than those who were less agreeable. So an overly friendly leader may be more likely to submit to and comply with behavior that harms

their subordinates in practice, because they lack the courage to say “no.”

When Quora.com users discussed this trait in 2014 under the title “What are the disadvantages of being too nice?”, the site collected

Business Insider asked users for the best answers. One person said, “People will start to see you as boring.” Another said, “When you find it hard to say no, people will assume”

“you always say yes—even when you say no,” while a third said, “People may see your kindness as a sign of weakness,” and a fourth said, “Being too nice may cost you people’s respect.”

الآخرين”.

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اللباقة والوُد

That doesn’t mean you shouldn’t be friendly, polite, or that you should be mean, nasty, or hostile toward your subordinates. When it comes to leadership, getting along with your team shouldn’t be

your top priority. Instead, you need to strike a very delicate balance between tact and warmth. Master it, and it can set you on the path to success; go too far, and it can undermine you.

Empathizing with and caring about your employees is one thing; being afraid to tell an employee that their performance is poor is another. A successful leader knows the difference.

Being “friendly” doesn’t mean always saying yes or withholding your opinion for fear of losing your team’s goodwill. That stifles creativity, objectivity, and credibility, and breeds a lack

Respect for you.

The positive impact of kindness should extend to you as a leader, the organization you manage, and your team. Being kind isn’t a problem when it’s balanced with strength,

balance, and understanding.