It sounds reasonable to believe that some managers do not make personal friends with their immediate subordinates in order to avoid disadvantages in cases of conflict resolution or negotiation with the subordinate. In this context, distance from the immediate subordinates can help the manager become more objective. In cases where personal feelings are involved, managers may not be in a position to be objective, and this could affect the way they resolve the conflicts. Also, the professional relationship draws clear limits$,$ and each party would be very clear about their duties and responsibilities, which will lead to effective smooth working of the organization and the system.

Evidence to support this view has been noted in many studies and expert opinions. Among the risks of the blurred distinction between the two relationships, which have often been pointed out in research related to organizational behavior, is: Among the risks of a blurred distinction between the two relationships, which have often been pointed out in research related to organizational behavior, is:$.$ For instance, according to the Harvard Business Review, one study confirmed that distance secures respect and higher levels of trust from people towards a leader. Apart from that, human resource experts argue that managers who remain away from personal friendship relationship are able to set up policies and run practices in the workplace without giving any kind of special treatment, an aspect which fosters fairness and consistency. It also comes with the potential pitfalls of developing personal friendships with direct reports.

For example, such relationships may be perceived to be for preferential treatment, which impacts the morale and cohesion of a team. The subordinates may develop a feeling that there is special treatment towards other people; this may instigate bad blood or poor attitudes. Moreover, it is more difficult to resolve a conflict if it involves personal feelings; a manager would find it relatively hard to impose some disciplinary measures on a fellow worker who happens to be his$/$her friend. This challenges the normal operation of his leadership and, at the same time, the maintenance of order within the team. Yet, all these ideas need to be combined with the awareness of the fact that each workplace and situation in the team is unique.

Needless to say, in some cases, creating a distance would be the most appropriate solution. However, it is quite feasible for a person to emerge with both respectful professional friendship and no conflicts in being a manager on their own. Ultimately, what is appropriate or otherwise in developing personal friendships with direct reports depends on how well the individual manager can balance such personal ties with professional duties, and the culture of that organization. The subtleties understood and how to work within them, managers could make effective decisions in service to their personal management brand and the needs of their teams. write reply to this disccussion