people relied on the affiliative leadership style. The warm relationships that managers established with their direct reports were powerful drivers of loyalty and dedication—resulting in lifelong commitment, hard work, and strong, trusting relationships. That affiliative style also meant, however, that these managers hesitated to expose areas where people needed to improve, and it made real coaching difficult to pull off. Although managers tried to compensate by using elaborate performance-management systems and holding people accountable for the numbers, often people would still go for years
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