The management relationships of yesteryear were mostly clear-cut and detached: an autocratic boss confined himself to the corner office while the minions toiled unquestioningly at their posts.

Today, the lines of authority have become much less visible. Leaders work as mentors and coaches and strive to foster teamwork. Employees interact with their superiors and spend more waking hours on the job, alongside their bosses, than they do at home. This modern management model can create a more engaged, more productive workforce, but it also presents problems for those in command.

Overfriendly and easygoing bosses may find it hard to gain their employees’ respect. On the other hand, more formal, reserved behavior may not inspire loyalty or promote much-needed camaraderie. The challenge is to be both supervisor and supporter – a particularly difficult feat in smaller organizations where the culture is often likened to a family.

To strike a balance between being in charge and being approachable, leaders must learn to navigate a few obstacles. Here are some suggestions that can help.

• Define working relationships and make expectations clear. Bosses have unique responsibilities. The first is to do what’s best for the business. It’s important to come to a mutual understanding with employees; share your business goals and be upfront about what you expect of them. In turn, let them know what they can expect from management. Be sure the boundaries between boss and worker are clearly spelled out.
  
  
• Maintain fairness over favoritism. If manager-subordinate friendships exist, be even-handed in communications and the allocation of time. Employees notice when managers spend disproportionate amounts of time with those they’ve befriended. They can feel slighted and harbor mistrust that may undermine overall productivity. Always act in fairness and treat all employees equally.
  
  
• Never divulge sensitive information. Be discreet with business information and resist the temptation to confide in those who work for you. Never share confidential information with employees – especially when it comes to the personnel issues of others.
  
  
• Take an interest in employees’ personal lives. Getting to know employees as individuals is encouraged; getting involved in their personal lives is not recommended. Compassionate managers are those that express an interest in an employee’s family, or concern over a worker’s well-being. They do not help resolve marital or financial problems or otherwise attempt to fix situations on the home front.
  
  
• Be sociable but sensible. Birthday parties, backyard barbecues, Fridays at the watering hole – no matter what the social event, a boss should continue to behave as a leader. The wrong actions after hours can cause irreparable harm to your leadership abilities when work hours resume.