Should Bosses Treat Employees As Equals Or Subordinates? A Psychological Perspective

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Equality Vs Fairness: The Subtle Difference
Many leaders assume that treating employees equally is the same as treating them fairly. Psychologically, this is not the case. Equality means giving everyone the same treatment regardless of their circumstances. Fairness, however, takes into account individual differences, contributions, and needs. A manager who applies “one-size-fits-all” policies may seem kind, but in reality, this approach often signals avoidance and poor leadership.

Example: Giving the same recognition to both high and low performers, such as generic “years of service” awards, fails to motivate top talent and can lower morale across the team.

Where Equal Treatment Works:
Equality does have its place in leadership. Respect, dignity, and access should be non-negotiable. Every employee deserves to be heard, to approach their manager without fear, and to feel safe at work. These aspects build psychological safety, which research shows is essential for innovation and team trust.

Example: Whether someone is an intern or a senior manager, they should be able to share ideas ...
... in a meeting without being dismissed.

The Case for Fairness in Management:
When it comes to promotions, task allocation, and performance evaluation, fairness, not equality, should guide decisions. This is where meritocracy plays a role: rewarding effort, skills, and outcomes rather than treating everyone identically.

High performers need recognition, autonomy, and growth opportunities.
Low performers require support, clear feedback, and accountability, sometimes even separation if growth is not possible.
Average performers benefit from structure, training, and encouragement to either step up or maintain steady contributions.
By tailoring management strategies, bosses nurture motivation and prevent mediocrity.

Employees as Partners, Not Subordinates:
Another useful perspective is to treat employees as you would clients. Both relationships thrive on mutual respect, clear expectations, and communication. Employees are not “below” managers; they are collaborators contributing towards shared goals.

Example: Just as a client deserves transparency and timely feedback, employees, too, need clarity on performance standards, constructive guidance, and acknowledgment of progress.

Why Many Managers Struggle?
Being fair is harder than being equal. Fairness requires observation, difficult conversations, and accountability. Some managers shy away from this discomfort, opting for uniform policies to avoid conflict. However, this avoidance damages trust and stifles growth both for individuals and the organisation.

Building a Fair and Respectful Workplace:
Leaders set the tone for workplace culture. By respecting all employees equally while making fair, merit-based decisions, managers foster motivation, trust, and long-term success. At ImPerfect, we understand that leadership challenges can weigh heavily on both managers and employees. Our workshops and corporate training sessions can help you navigate workplace dynamics, build healthier relationships, and strengthen your ability to lead with fairness and compassion.

In your workplace, are you choosing the comfort of equality or the responsibility of fairness?

By Krupa Abraham and Urveez Kakalia.

Reference:

https://medium.com/@RationalBadger/should-managers-treat-everyone-fairly-or-equally-ae1dbf4783f9
https://observingleslie.com/magazine/why-and-how-to-treat-your-employees-like-your-clients-or-better
Further Readings:

Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organisational outcomes. Journal of applied psychology, 88(3), 432.

Brudney, V. (1983). Equal treatment of shareholders in corporate distributions and reorganizations. Calif. L. Rev., 71, 1072.

Arlie, I. (2001). Flexibility versus fairness. Organizational dynamics, 29(4), 260-273.