I think this is only half of the picture. Here's a formal framework that talks about it. https://en.wikipedia.org/wiki/Task-oriented_and_relationship-oriented_

I think this is only half of the picture. Here's a formal framework that talks about it. https://en.wikipedia.org/wiki/Task-oriented_and_relationship-oriented_leadership https://en.wikipedia.org/wiki/Task-oriented_and_relationship... As an example, when you are deciding whether to promote someone, you can't do it on tasks completed alone, because some of that decision has to be about (1) how well the person works with teammates, and (2) whether the person's peers believe this person is competent enough for their promotion. If you don't get those two considerations right, you compromise people's trust in your competence and the fairness of the promotion system. They're fundamentally relationship and skill development issues and not deliverables. If you want to be a good manager, you have be fluent in both approaches, and you have to learn when to use a task oriented approach vs. a relationship oriented approach.