Mark Bolino and Phillip S. Thompson
Harvard Business Review
Originally published March 15, 2018
Here is the conclusion:
Taken together, our studies suggest that employees who are unwilling to accept help when they need it may undermine their own performance and the effectiveness of their team or unit. In light of those potential costs, managers should directly address the negative beliefs that people are harboring. For instance, research shows that employees tend to look to their leaders to determine who is trustworthy and who isn’t. So, to build people’s trust in their coworkers’ motives and competence, managers can demonstrate their faith in those employees by giving them challenging assignments, ownership of certain decisions, direct access to sensitive information or valuable stakeholders, and so on. Further, since giving help and receiving it go hand in hand, managers should create an environment where assisting one another is encouraged and recognized. They can do this by calling attention to successful collaborations and explaining how they’ve contributed to the organization’s larger goals and mission. And they should show their own willingness to help and be helped, since employees are more likely to see the merits of citizenship behaviors when they observe their leaders engaging in such behaviors themselves.
Finally, it’s important not to send mixed messages. If employees who go it alone get ahead more quickly than those who give and receive support, people will pick up on that discrepancy — and they’ll go back to looking out for number one, to their detriment and the organization’s.
The article is here.