How some bosses quietly build inner circles, and why it matters

In most cases, leaders will tend to build a closer relationship with a smaller group of workers, and over time, this group will come to be known as the “inner circle,” which has a more informal influence than the rest of the team. These relationships are often not preplanned but come as a result of constant interaction and a sense of reliability.

According to research published on PubMed, the leader often depends on a smaller group of the team for support and guidance, which improves communication between them but limits it for the rest of the team.

Why Leaders Build These Circles

The main reason for this is that leaders require individuals they can depend upon in no time, particularly in situations where decisions have to be made in no time. This is where trust comes into play, with leaders investing more time in employees who have been delivering results or who share similar working habits.


As discussed in various studies, as can be viewed through PubMed, these inner circles can be highly beneficial in facilitating efficiency in decision-making by reducing uncertainty through streamlined communication.

The existence of an inner circle can alter how a team communicates, how information is shared, and how opportunities are shared. Employees in this circle may be given access to updates, feedback, and opportunities in significant projects earlier than others in the team.

The Impact on Performance and Decisions

Inner circles can help in improving decision-making when they are composed of very skilled or knowledgeable persons. In such a case, decisions can be implemented quickly since leaders can bank on their opinions.

Studies from PubMed highlight that limiting input to a small group can cause a lack of diversity in thoughts.

The most notable impact of the inner circles, perhaps, is the perspective of those outside the circles. Employees tend to view this as a case of favoritism, especially if they notice some individuals being given opportunities over and over.

This, according to research findings presented by PubMed, can lead to decreased morale and engagement, as employees start to feel that hard work alone does not guarantee equal opportunities.

Being part of an inner circle can further impact long-term career development as well, as these individuals may be exposed to more opportunities for career advancement within an organization.

A study, as reported by ScienceDaily, has shown that professional networks and inner circles can play an important role in shaping career development, with some groups even influencing leadership positions.

Why This Dynamic Matters

Inner circles are not in and of themselves a bad thing, but they become a bad thing when they hinder transparency and inclusiveness within a group. The knowledge of how this process is created and how it functions in the workplace is the key to a more balanced approach, where the building of trust and the building of efficiency are not hindered by fairness and engagement.

As research from various studies, such as those from PubMed and Frontiers in Psychology, has indicated, the most successful teams are those in which the flow of information and the value placed on contributions are widespread, not just within a select few.

The “inner circle” is not just a social construct, but a subtle force in the workplace and the building of a career that is felt but rarely spoken of.