Friendships at work are dwindling. How can businesses promote connection?

The traditional workplace, once a hub for fostering friendships and relationships, is undergoing a transformative shift. A significant crisis of connection has emerged, impacting not only employee happiness and well-being but also organizational attraction and retention.

Current research highlights a notable deficiency in social connections, with individuals grappling with feelings of social isolation and depression. The workplace, once a thriving ground for relationship-building, is witnessing a stark decline. However, both individuals and companies can take proactive measures to cultivate and revive these connections within the professional sphere.

Being connected at work is a nuanced interplay of the quality and quantity of relationships. Anecdotal evidence suggests that people are experiencing a decline in both aspects of their professional connections. A study conducted by BetterUp suggests that individuals need relationships with at least five amicable colleagues at work to feel connected, while a more profound sense of belonging requires seven such relationships. Belonging, as revealed by research in Emotion, is characterized by heightened trust, increased self-expression, greater satisfaction, and a higher likelihood of maintaining relationships. The key elements include understanding, validation, and responsiveness within these relationships.

The implication is clear: for individuals to thrive in their professional roles, they must have colleagues who not only comprehend their perspectives but also value their contributions. This sense of connection extends to the belief that leaders and co-workers are committed to actively supporting their endeavors and future growth. In essence, fostering meaningful connections at work is essential for both personal fulfillment and optimal professional performance.

Navigating Workplace Friendships: Implications for Knowledge Sharing and Hiding in Organizations

The link between workplace friendships and knowledge hiding is a nuanced aspect of organizational dynamics. Workplace friendships, distinct from personal social connections, often involve a unique set of parameters, particularly in the context of corporate knowledge. Research has indicated that effective professional friendships are characterized by commitment, reciprocal exchange, sharing of vital company knowledge, and a heightened level of trust and dedication among partners (Butt, 2019).

Recognizing the significance of workplace friendships, studies suggest their pivotal role in a company's success. Leaders fostering personal relationships within inter-firm collaborations demonstrate increased efficiency, motivation, and creativity, translating to higher turnover for their organizational units (Fehlings, 2020). Additionally, there is substantial evidence suggesting that friendships enhance business partnerships, contributing to traits such as trustworthiness, loyalty, and dedication (Butt, 2019).

In the contemporary business landscape, information exchange has become increasingly crucial, drawing heightened attention from academics (Bouncken and Kraus, 2021). While many organizations encourage employees to share their expertise, a notable trend persists where individuals opt to withhold information when requested for assistance (Rao et al., 2021). This study seeks to explore the potential negative impact of workplace friendships on employee knowledge hiding (KH) (Rhee and Choi, 2017).

In today's knowledge-centric organizations, effective knowledge management is pivotal for improving company success (Commodari and La Rosa, 2020). However, a significant challenge arises in finding mechanisms to discourage knowledge hiding while simultaneously fostering a culture of information sharing (Chen et al., 2022). Knowledge hiding, when employees choose to withhold information for specific reasons, adversely affects innovation, organizational work performance, and the outcomes of new product projects (Serenko and Bontis, 2016). Amidst this backdrop, the study posits that workplace friendships could potentially play a role in preventing knowledge hiding. The assumption is grounded in the belief that strong friendships serve as a major deterrent to engaging in knowledge-hiding behavior, contributing positively to organizational performance. The intricate interplay between workplace friendships and knowledge sharing remains a critical aspect for organizations seeking effective knowledge management strategies.

The State of Workplace Friendships and the Pursuit of Social Connections

The Positive Link: Workplace Friendship and Emotional Well-being,

Amidst the challenges within an organization, employees often contribute to a myriad of emotional benefits, including satisfaction and pride (Sturm et al., 2022). Positive emotions in the workplace play a crucial role in influencing various favorable job outcomes, both at the individual and organizational levels. Drawing on psychological theory, research by Van den Broeck et al. (2021) emphasizes the impact of positive emotions on cognitive functioning styles and work-related behavior, as outlined by Fredrickson in 2001.

Workplace friendship, characterized as a non-coercive interpersonal connection formed voluntarily appears to wield a self-regulating influence as an emotional attachment variable. This aspect has been extensively explored within the realms of psychology and organizational behavior. More specifically, workplace friendship manifests as a friendly connection that evolves among employees through official work interactions, possessing voluntary, non-exclusive, and personal attributes (Butt et al., 2021a). Individuals fostering strong workplace friendships are inclined to share perks and resources (Yu et al., 2021). Beyond addressing individual emotional needs in the workplace, workplace friendship also fosters information exchange and mutual assistance among coworkers. This positive association underscores the multifaceted impact of workplace friendships, extending beyond emotional well-being to facilitate collaboration and support within the organizational context.

The current landscape of workplace friendships presents a sobering picture. As per the findings of the BetterUp study, a mere 31% of individuals express satisfaction with the level of social connection they experience at work, while a significant 43% feel a lack of connection with their co-workers. Trust issues also loom large, with 38% indicating a lack of trust in their co-workers, and a notable 22% confessing to not having a single friend at work.

Individuals, of course, have varying preferences regarding the depth of intimacy they seek with their co-workers. Presently, 39% feel close to their colleagues, while 50% consider themselves to have friendly relationships without reaching the level of true friendship. Another 11% maintain strictly professional relationships, devoid of personal dimensions. However, a striking 50% of employees express a desire for more, yearning for stronger social connections at work. The craving for connections is so pronounced that individuals are willing to make significant trade-offs to attain them. Participants in the study reveal their willingness to sacrifice career advancement and even forfeit up to 6% of their salary in exchange for more robust ties with colleagues. This underscores the profound importance individuals place on social connections within the workplace, highlighting a universal yearning for deeper and more meaningful relationships at work.

The impact of workplace connections is profound, as highlighted by BetterUp's research. Enhanced connections correlate with remarkable benefits, including 91% more personal growth and a staggering 101% more professional growth. Friends in the workplace offer valuable feedback, coaching, and a platform for continuous learning, sharing insights into new opportunities, and motivating individuals to strive for heightened career development.

Organizations, too, reap substantial rewards from employees with robust connections. Strengthening workplace bonds results in a 32% higher overall rating on Glassdoor, a 14-fold increase in the likelihood of being recognized as a top workplace, and a 25% greater chance of employees recommending the company to others. In a competitive job market, where attraction and retention are challenging, such returns hold significant value. Conversely, the costs of lacking connections are considerable. Individuals experiencing a lack of connection suffer 128% more loneliness, 107% more anxiety, 78% more burnout, and 49% more stress. Friends act as a vital social support system, providing empathy, encouragement, and validation that effectively mitigate negative experiences. When these connections are absent, individual well-being is compromised.

Organizations bear consequences when they fail to foster connections among their employees. Those with few friends at work exhibit a 71% stronger intention to quit, while a lack of a sense of belonging increases the likelihood of seeking alternative employment outside the company by a significant 176%. In summary, the impact of workplace connections is not only beneficial on an individual level but also pivotal for organizational success and employee retention.

Altruistic Leadership and Workplace Friendships: The leader-member exchange hypothesis (LMX) posits that leaders' interactions with followers vary, resulting in diverse high-quality connections (Dust et al., 2021). This study delves into altruistic leadership, a form of constructive leadership, exploring its potential to deter knowledge-hiding (KH) behavior in employees. Altruistic leadership, synonymous with human-centered leadership, is characterized by a leader prioritizing employees' interests over their own (Salas-Vallina and Alegre, 2018).

In contrast to other human-centered leadership styles, altruistic leadership uniquely focuses on meeting workers' needs and willingly sacrifices self-interest to serve employees (Hedlund-de Witt, 2012). Altruistic leaders aim to foster devotion and passion among colleagues by tapping into subordinates' ideas and emotions (Paul and Jena, 2022). Such leaders are perceived as putting the greater good of the business ahead of personal interests. Altruistic leadership proves essential in instilling positive behaviors in employees, including job satisfaction, conversational humor, and innovation (van Dierendonck and Patterson, 2015).

The study posits that workplace friendships cultivated for the firm's interests can discourage detrimental attitudes like information concealing and knowledge retaining. The research examines the roles of altruistic leadership and workplace friendships in mitigating the detrimental impacts of KH behaviors. The findings reveal a negative but significant relationship between altruistic leadership and KH behavior, suggesting that this leadership style effectively reduces the consequences of KH behaviors among employees. Altruistic leadership fosters positive emotions, which directly relate to preventing KH behaviors among coworkers. The study emphasizes the significant mediation effect between altruistic leadership and KH behaviors, highlighting the importance of preventive strategies.

In summary, this research underscores the role of altruistic leadership and workplace friendships as powerful tools in mitigating KH behaviors in organizations. The study provides valuable insights into fostering positive workplace dynamics and preventing knowledge concealment, contributing to the broader understanding of effective leadership and interpersonal relationships in the professional sphere.

Your Role and the Company's Responsibility

Individually, you hold the power to foster and nurture workplace friendships by investing time and effort into connecting with your colleagues. Invite them for coffee or schedule one-on-one meetings to stay in touch. Consider initiating a book club or a cycling group for those who share common interests. Additionally, offer assistance to a coworker in need, whether it's providing a ride to work or lending a hand with a challenging project.

Studies, like the one conducted at the University of North Carolina, reveal that expressions of gratitude and shared laughter are invaluable in building relationships. Regularly acknowledging and appreciating your coworkers contributes to a positive atmosphere and strengthens bonds over time.

The effort you invest in building connections pays off significantly. Research from BetterUp demonstrates that individuals who cultivate friendships experience not only more positive relationships but also a 36% increase in life satisfaction, 27% higher job satisfaction, and a 34% improvement in goal achievement. A greater sense of belonging fosters resilience, with individuals experiencing a 24% increase in resilience and a 36% boost in overall well-being.

On the organizational front, companies can play a pivotal role in facilitating a sense of belonging among employees. Despite 43% of employees feeling that their organization isn't doing enough to foster connections, there are numerous initiatives organizations can undertake.

They can create opportunities for employees to collaborate across departments, fostering bridges between teams. Formal mentoring programs can also be established to provide guidance and support. Furthermore, organizing affinity groups based on shared interests or challenges can help employees find common ground and build camaraderie. Events such as volunteer activities, lunch-hour concerts, or onsite pet adoption events offer additional avenues for fostering connections and a sense of community within the workplace.