A study with bank employees suggested that when the leader had a quite different quality of relationships with group members, team coordination improved and performance increased.

The study likely refers to the concept of Leader-Member Exchange (LMX) theory, which suggests that leaders develop different quality of relationships with group members. However, high variability in these relationships (i.e., the leader having significantly different quality of relationships with different members) can lead to perceptions of inequality and favoritism, potentially harming team coordination and performance rather than improving them.