In today’s workplaces, employees who connect different departments and share knowledge are often seen as valuable. But new research, from ESMT, suggests that some managers don’t see it that way. The study, published in the Journal of Applied Psychology, finds that bosses may undermine employees who seek advice outside their team, especially if they don’t also ask for their boss’s input.
The study looks at workplace behavior through the lens of territoriality—the idea that managers see their teams as their turf. When employees gather information from outside sources, some supervisors feel their authority is being challenged. This can lead them to subtly sabotage those employees, whether by withholding resources, offering less support, or downplaying their contributions. The research shows that managers are more likely to react this way when they assume employees have selfish motives rather than acting in the company’s best interest.
Losing control
To test their ideas, the researchers conducted two studies. The first, based on real workplaces, showed that employees who sought advice externally but didn’t consult their supervisors faced more undermining behavior. The second, an experiment, found that managers who felt they were losing control of their team were more likely to respond negatively—especially if they believed the employee’s intentions were harmful.
These findings highlight a problem for companies. Businesses want employees to share knowledge and work across teams, but some managers resist this because it makes them feel less in control. The study suggests that employees can reduce this resistance by also asking their bosses for advice. Doing so reassures managers that they are still in charge.
The research also suggests that companies should rethink how they train leaders. Encouraging teamwork isn’t enough if managers see it as a threat. Organizations should help supervisors understand that knowledge-sharing benefits everyone—not just individual employees. Otherwise, efforts to break down silos may keep running into an invisible wall: managers’ instinct to protect their turf.
