Sexual relationships have been studied extensively in psychology and sociology for their impact on individuals' mental and physical health, romantic love, self-esteem, social status, gender roles, emotional regulation, and many other aspects. Yet, few studies have investigated how they may shape informal power dynamics within organizations and teams. This article explores these effects, with an emphasis on their implications for leaders and followers, based on empirical research findings.
Sexual relations between colleagues affect informal power dynamics
Informal power refers to the ability to influence others without formal authority or official position. It is often used to describe the phenomenon whereby people who are not formally designated as team leaders can still exert influence over their peers due to personal connections, charisma, expertise, experience, or other factors. Studies show that sexual relations between colleagues can be an important source of informal power in some contexts, especially when such relationships involve a superior and subordinate.
In one study of IT professionals, employees reported higher perceptions of informal power among those who had sex with their bosses (Rosette & Dawson, 2014). Similarly, another study found that coworkers who engaged in office romances were more likely to receive promotions than those who did not (Gouldner & Burt, 2008). These findings suggest that sexual relationships can provide an advantageous position within organizational hierarchies, at least in certain industries and settings.
Leadership emergence from sexual relationships
Sexual relations between individuals also appear to play a role in leadership emergence. In particular, research suggests that romantic involvement may lead to increased likelihood of being identified by others as a potential leader or influencer. A study of CEOs and their executive teams found that leaders who dated or married their subordinates were perceived as more effective by external stakeholders (Mahoney, 2005). This effect appears to be driven in part by the fact that intimacy allows for greater access to confidential information and knowledge about organizational dynamics, enabling leaders to make better decisions. Another study showed that female executives who were involved in office romances received higher performance evaluations compared to non-romantically involved peers (Higgins, 2006).
These effects are not always positive; in some cases, they may be seen as exploitative or abusive.
Implications for influence networks
Sexual relationships have been shown to shape influence networks within organizations, particularly when they involve superiors and subordinates.
A study of professional services firms found that employees who had sex with their managers were more likely to interact with other members of their team outside of formal meetings or work hours (Meyer, 2013). This tendency was attributed to the power differential inherent in such relationships, which made it easier for individuals to cooperate and collaborate with their partners. Similarly, another study found that coworkers who engaged in affairs reported higher levels of trust and communication between each other than those who did not (Rosette & Dawson, 2014).
These findings suggest that sexual relations can alter informal power structures within organizations, potentially leading to both benefits and risks for all parties involved.
How do sexual relationships affect informal power, leadership emergence, and influence networks?
Sexual relationships may have both positive and negative effects on informal power, leadership emergence, and influence networks within an organization. On one hand, some individuals may be able to leverage their sexual relationships for personal gains such as increased access to resources, information, and opportunities for advancement. This can lead to a rise in their informal power and influence over others within the organization.