Why Managers Might Start Distancing Themselves After Big Projects End
Managerial visibility often decreases after project completion as task urgency fades, leading to a natural shift in focus. This withdrawal, though a normal work management flow, can be perceived by employees as a lack of commitment, impacting mora...
Managers tend to be quite visible, participative, and close to their subordinates during projects. After the completion of such projects, the visibility may decrease drastically. Studies related to the project cycle reveal that managerial participation increases when there is an urgency of tasks and decreases as urgency fades off (ScienceDirect). This is quite evident among employees since the same manager, who used to be around most of the time, may seem aloof or even less participative. Such a change may not always be deliberate; rather, it represents a natural flow in work management. As soon as the urgency disappears, managers turn to focus on other matters.
Why step back?
The transition from the period of intense activity to normalcy can pose challenges for managers. According to researchers, individuals who have been working under extreme pressure might face a decline in their engagement when this pressure dissipates (PMC3862850). Without any urgent activities to pursue, one would find it hard to maintain the same level of engagement. In such a scenario, there arises what can be described as mental disengagement, where the person withdraws not because of a lack of interest, but because of a change in priorities. Since there is no imminent goal, one might not find the need to communicate so frequently, thus creating an unwanted gap.
How is this interpreted?
Such a phenomenon will not be perceived by employees as a regular process. Rather, it will be viewed as a lack of commitment or interest. Workplace perception research reveals that managers' presence is valued and appreciated by their subordinates because it demonstrates respect and worth (SAGE Journals). If their presence becomes less noticeable, it may make employees feel isolated or unappreciated. The difference between working in close proximity to each other and experiencing an abrupt distance can have a significant psychological impact.
Image Credit: Gemini
It starts impacting morale and trust
The negative impact of managerial withdrawal after project completion on the motivation of teams should not be overlooked. It is possible that a lack of engagement may result in low motivation levels, low productivity, and poor teamwork (SAGE Journals). In the long run, it may also affect the overall relationship, because employees will become skeptical about the reliability of the support provided by their superiors. The objective for firms here is not to eliminate the existing process, but rather to learn how to deal with it better. Maintaining regular, yet less intensive communication becomes important during such times.
