Interdependent Covenant Relationship
Leadership in its fullest expression is relational. Strong relationships are characterized by shared purpose, affective commitment, trust, and interdependence.
Out of necessity, most of our relationships at work are overwhelmingly contractual. Strong systemic drivers of behavior – e.g. selection, training, goal-setting, performance appraisal, and rewards – are both enabled and constrained by their agency. Contractual relationships assume things will go as planned, pressure others to action, and encourage recourse when things go wrong. Contractual relationships foster dependency and constrain intimacy.
Covenant relationships are forged with purposeful promises. All parties in the covenant are motivated to keep their promises not only because they share passion for a cause, but also because they deeply value and appreciate the interdependent posture of the covenant. When promises are strained, covenant encourages restoration instead of recourse. According to Max Depree:
Covenant relationships are open to influence. They fill deep needs and they enable work to have meaning and to be fulfilling. Covenantal relationships reflect unity and grace and poise. They are an expression of the sacred nature of relationships. Covenantal relationships enable corporations to be hospitable to the unusual person and unusual ideas. Covenantal relationships tolerate risk and forgive errors. (p.60).
Interdependent partners each assume full responsibility first for their own performance, then for challenging assumptions and continually improving the systems that define the performance culture of the organization. Covenantal relationships inspire intimacy at work.
What’s keeping you from leading others with relationships characterized more by interdependent covenants and less by contracts? Please share your thoughts in the comment section below!
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About the Author: Bret L. Simmons
Welcome to my blog! Please feel free to share your thoughts in the comment section of my posts. I publish all constructive, non-anonymous comments. 
Bret, these are some interesting points you made in your post. How do you ensure you have covenant relationships with direct reports? Miriam
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Bret L. Simmons Reply:
May 28th, 2011 at 8:37 am
Great question, Miriam. I think the first promise that has to be made is that you will do everything you can to help them move up the performance ladder and enable them to become interdependent if they choose to be. You can enable that choice, but you can’t make it for them. You can offer the promise of better relationships, but employees have to respond. I think I need to write another blog about this – thanks! Bret
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