Relations-oriented leadership in practice

Social relationships within organizations are widely recognized in research as a vital resource for motivating and retaining engaged employees. Supporting these relationships is therefore a key managerial responsibility. Relations-oriented leadership offers considerable potential to foster such relationships, yet there remains a notable gap in practice-oriented research that explores how managers can concretely enact this leadership style. This article illustrates how relations-oriented leadership is practiced from the perspective of managers, offering empirical examples of leadership behaviors that strengthen social relationships. The analysis further shows how managers can navigate relational challenges through strategies involving physical presence, digital accessibility, and mental closeness. In addition, the article introduces a set of reflective questions designed to support practitioners in critically engaging with and refining their own relations-oriented leadership practices.