Should you actually be friends with your boss?

Workplace relationships are evolving. As hybrid working becomes standard and teams spend more time collaborating digitally and in person, the lines between professional and personal connections can easily blur. But when it comes to friendships with managers, most professionals still prefer clear boundaries.

New research reveals that 70 per cent of workers avoid being friends with their boss, while only 20 per cent describe their relationship as friendly. The findings suggest that although workplaces are becoming more informal in some respects, hierarchy and impartiality still matter deeply to employees.

Interestingly, attitudes differ across generations. Baby Boomers are the most likely to befriend their manager, with 26 per cent open to that dynamic. Younger workers, however, are far more inclined to form close bonds with colleagues rather than senior leaders. This generational divide reflects broader shifts in expectations around leadership, transparency and fairness.

When it comes to bias, perceptions are mixed. Forty per cent of respondents believe that friendships between managers and team members can lead to favouritism. Meanwhile, 52 per cent say it depends entirely on the individual manager and how they handle professional boundaries. The message is clear: fairness is less about friendship itself and more about how it is managed.

Managers occupy a unique position in any organisation. They are expected to lead effectively, provide support, make difficult decisions and remain impartial. At the same time, they often lack internal peers to confide in or share challenges with. This isolation can make the temptation to form closer relationships within the team more understandable.

However, team morale hinges on perception. Even the appearance of favouritism can erode trust, reduce engagement and impact productivity. Clear communication, transparency and consistent decision-making are essential to maintaining credibility.

For executive assistants and senior support professionals, the balance can be particularly delicate. These roles naturally involve closer collaboration with leadership, greater access to sensitive information and frequent one-to-one interaction. Navigating this dynamic requires emotional intelligence and professional discipline.

"So how can professionals maintain healthy working relationships without compromising fairness?"

1. Set clear boundaries
Define when personal conversations are appropriate and when work priorities must come first. Informal settings such as team lunches or social events are better suited to casual interaction than high-stakes meetings or performance discussions.

2. Stay objective
Develop and apply consistent criteria for promotions, project allocation and feedback. Documenting decisions not only protects managers but also reinforces trust across the wider team.

3. Prioritise transparency
Openly communicate expectations about professional conduct. Leaders should be clear about how they separate personal rapport from business decisions, and employees should feel comfortable discussing concerns if lines appear blurred.

Ultimately, strong working relationships are built on respect rather than friendship. While warmth and approachability are essential leadership traits, professionalism remains the foundation of effective management.

As workplace culture continues to evolve in 2026, organisations that prioritise fairness, clarity and accountability will be better positioned to foster both engagement and trust.