HBR IdeaCast Why Managers Play Favorites – and How They Can Change
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Jun 18, 2024 
Ginka Toegel, a professor at IMD Business School and co-author of the article "Stop Playing Favorites," discusses the complexities of favoritism in management. He reveals how even well-meaning managers can develop biases that harm team cohesion. With insights on the psychological factors influencing favoritism, Ginka offers practical strategies for promoting fairness and inclusion. He emphasizes the importance of self-awareness in leadership and shares tips for employees on navigating these dynamics, ensuring everyone has a chance to thrive.
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Favoritism is Common
- Most bosses deny playing favorites, but studies show 75% of employees witness it.
- 56% of executives admit to having favorites during promotions, revealing a disconnect between perception and reality.
In-Groups and Out-Groups
- Managers often form 'in-groups' and 'out-groups' based on shared characteristics with employees.
- This can lead to preferential treatment based on personal connections, not merit.
Negative Impacts of Favoritism
- Favoritism creates a sense of injustice, demotivation, and resentment among out-group members.
- This can decrease morale, erode trust, and harm team performance and collaboration.