Table of Contents Show
Interpersonal Behaviour: Interpersonal relationships and Management of boundaries, Role of
Threat & Trust in Interpersonal relationships
UNIT 1: INTERPERSONAL BEHAVIOUR
1. Interpersonal Relationships and Management of Boundaries
Meaning of interpersonal behaviour
Interpersonal behaviour means the way people communicate, interact and behave with one another. It includes speaking, listening, sharing information, expressing feelings, solving disagreements and cooperating. In an organisation, interpersonal behaviour affects teamwork, employee satisfaction, productivity and the quality of working relationships.
Meaning of interpersonal relationships
An interpersonal relationship is a connection between two or more people that develops through communication, interaction, trust, shared experiences or common goals. Relationships at work may be formal, such as a manager–employee relationship, or informal, such as friendships between colleagues.
Types of interpersonal relationships
- Professional relationships: Relationships formed to complete work and achieve organisational goals.
- Personal relationships: Relationships based on friendship, affection or shared personal interests.
- Formal relationships: Relationships defined by an official role or organisational structure.
- Informal relationships: Relationships that develop naturally through daily interaction.
Factors that shape interpersonal relationships
Relationships do not form in a vacuum. Several things decide whether they become strong or strained:
- Communication quality: clear, honest and respectful communication builds relationships; vague or rude communication damages them.
- Perception: two people can see the same event differently. A short reply may look “efficient” to one person and “rude” to another.
- Emotional intelligence: the ability to understand and manage your own emotions and to read other people’s emotions.
- Personality and values: differences in temperament, priorities and beliefs.
- Culture and background: language, upbringing and social norms influence what feels polite or offensive.
- Power and status: relationships between a boss and a subordinate work differently from relationships between peers.
- Past experiences: earlier betrayals or good experiences shape how much we trust new people
Importance of interpersonal relationships
- Improve communication and understanding.
- Build trust and cooperation among employees.
- Help resolve conflicts before they become serious.
- Support teamwork and information sharing.
- Increase motivation, belonging and job satisfaction.
- Make coordination between managers and employees easier.
Management of boundaries
Boundary management means maintaining appropriate limits in relationships. Boundaries help people balance professional responsibilities, personal privacy, time, emotions and authority. Healthy boundaries allow people to cooperate without feeling pressured, exploited or uncomfortable.
Types of boundaries
| Boundary type | Meaning | Workplace example |
| Professional | Defines roles, responsibilities and appropriate conduct. | A manager gives feedback about work without insulting an employee. |
| Time | Protects working time and personal time. | A team agrees not to send non-urgent messages late at night. |
| Emotional | Maintains appropriate emotional limits. | A colleague listens supportively but does not take responsibility for every personal problem. |
| Physical | Respects personal space and physical comfort. | Asking permission before touching someone or moving their belongings. |
| Privacy | Protects personal and confidential information. | Not sharing a colleague’s personal information without permission. |
| Digital | Sets limits for online communication and availability. | Using official channels for work messages and respecting response-time expectations. |
How to maintain healthy boundaries
- Communicate expectations clearly and respectfully.
- Say no politely when a request is unreasonable or outside your responsibility.
- Respect the privacy, time and opinions of others.
- Keep confidential information secure.
- Separate constructive feedback from personal criticism.
- Discuss unclear roles with the relevant manager.
- Be consistent and fair when applying boundaries.
Example: If a colleague repeatedly asks another employee to complete their work, the employee can explain their own deadlines and offer limited guidance without taking over the colleague’s responsibility.
Conclusion: Healthy interpersonal relationships need both cooperation and clear boundaries. Boundaries protect respect, fairness and professional effectiveness.
2. Role of Threat and Trust in Interpersonal Relationships
Meaning of trust
Trust is the belief that another person is honest, dependable, fair and likely to act responsibly. Trust helps people share information, ask questions, admit mistakes and work together.
Role of trust
- Encourages open communication and honest feedback.
- Makes cooperation and delegation easier.
- Helps employees ask for help and admit mistakes.
- Reduces unnecessary suspicion and defensive behaviour.
- Improves commitment and working relationships.
- Supports learning, creativity and constructive disagreement.
Meaning of threat
Threat is a situation or behaviour that makes a person feel unsafe, judged, ignored or likely to lose status, control or security. At work, a threat may involve harsh criticism, unfair treatment, job insecurity, humiliation or the fear of being blamed.
Role and effects of threat
When people feel threatened, the brain switches to survival mode. In office terms, the usual reactions are fight (arguing, blaming, getting aggressive), flight (avoiding the person, staying silent, skipping meetings) or freeze (going blank, doing the bare minimum). None of these helps the organisation.
- A perceived threat can create anxiety, anger or defensiveness.
- Employees may hide mistakes if they expect unfair punishment.
- Threats to status may cause competition or conflict.
- Fear can reduce creativity and willingness to share ideas.
- A legitimate safety warning or clear performance consequence can sometimes be necessary, but it should be fair, proportionate and respectful.
How managers can build trust and reduce harmful threats
- Keep promises and apply rules consistently.
- Explain decisions and expectations clearly.
- Listen to concerns without immediately blaming people.
- Give specific, respectful and constructive feedback.
- Protect confidential information.
- Recognise good work and accept responsibility for mistakes.
- Address poor performance fairly rather than using humiliation or intimidation.
Example: An employee who trusts their manager is more likely to report a mistake early. A manager who responds with problem-solving rather than public blame can help prevent the same mistake from happening again.
Conclusion: Trust supports openness and cooperation, while harmful threats can create fear and reduce communication. Effective managers maintain standards without damaging respect.
