Leading in a Union Environment: A Guide for Supervisors

A Supervisor’s Guide on How to Lead Union Employees

At our three-day Double E Workplace Solutions leadership events, we teach supervisors how to build trust, manage conflict, and foster a culture of psychological safety. Occasionally, a participant will push back on these concepts. They say they agree in theory but disagree on their ability to apply these leadership concepts in a union environment. We hear things like “the union will never let us do that.”

Leaders who feel powerless often swing between frustration and fatigue. When a leader feels they can’t truly lead, the relationship between supervisor and team becomes purely procedural: follow the contract, manage the tasks, and avoid workplace conflict. What’s lost is the human side of leadership: growth, mentorship, and connection. This dynamic reinforces the ‘us vs. them’ mentality, and when that happens, everyone in the organization suffers.

So, is it true? Are leadership concepts irrelevant in a union environment? The truth is, the union doesn’t prevent good leadership; it tests it.

Know the Contract: The First Step to Leading in a Union Environment

Cognitive scientist Philip Fernbach believes humans are wired to think collectively, not individually. We often assume we understand something simply because others around us seem confident about it.

That same dynamic plays out in union environments. New supervisors often rely on what they’ve heard about the contract instead of what’s actually written in it. They make assumptions based on past practice, hallway conversations, or what “everyone knows.”

As one plant manager told us:

“When it comes to the number one need of someone moving into a leadership role, it is understanding the union contract as written, not as it has been applied in the past. If not, they can get themselves in trouble. They come up with energy and ideas and get buy-in, but the contract says they can’t do that. Harness the energy to understand the contract first.”

When leaders act without that clarity, two things usually happen, and neither is good. Either they make a move that gets denied, which undermines their credibility and momentum, or they become overly cautious, too afraid to make decisions at all. In both cases, their influence erodes.

Resources to Help Leaders Navigate the Contract

Reading through the complex “lawyer-speak” of a Collective Bargaining Agreement (CBA) borders on torture. Companies often offer resources to help supervisors gain clarity on the CBA, enabling them to focus on building relationships, a key trait of effective leadership.

HR Business Partner or Labor Relations Specialist – These relationships are crucial for protecting your rights and for interpreting contract language. Leverage these partnerships to avoid missteps before taking action.

Union Stewards and Reps – Reaching out to union stewards and reps shows you want to do what’s right for the employees while staying within the rules of the CBA. Begin by engaging in proactive communication with the steward to clarify how provisions work and to foster a positive relationship.

Attend Joint Training Sessions – Some organizations conduct joint labor-management sessions to walk supervisors through key articles, grievance handling, and communication strategies.

Labor Counsel or Employer Association – External resources can provide guidance on how federal law intersects with the CBA, particularly regarding discipline, arbitration, or contract renewal.

Use Technology and Verify – One area where AI excels is in analyzing contracts and simplifying them. AI can help speed up your understanding of the contract and answer specific questions. However, AI isn’t perfect. It can be wrong from time to time. Always verify information with your HR resources or union stewards and avoid sharing confidential or proprietary details when using AI tools. Be sure to follow all company policies regarding data privacy and appropriate use.

The contract defines the relationship on paper, but culture defines it in practice. Once you have clarity on what you can and can’t do, you can shift from rule enforcement to fostering human connections.

From Barriers to Bridges: Leading in a Union Environment

Understanding the contract is only part of the job. The real test comes in how leaders show up for their people. “Whether you are managing a union group or a non-union group, the principles of leadership remain the same,” says David Rittof, President and CEO at Modern Management Inc. Rittof also shared with me, “Employees want to be managed by someone they trust, someone who treats them with respect, and someone who has the employee’s interests in mind as they make decisions.”

That balance is becoming even more critical in today’s labor environment. Union membership has declined significantly, from approximately 37% in the 1950s to around 11% today. Yet, activism is on the rise. As Rittof noted in a recent SHRM episode of People + Strategy, “it’s getting more acrimonious, very ‘us against them.’” Unions are fighting for relevance and survival, and at the same time, Gen Z has emerged as the most pro-union generation ever, with approval hovering around 71%.

For leaders, this means the smallest moments of connection matter more than ever. “A supervisor of a unionized group who doesn’t still focus on employee needs allows the union steward or union rep to usurp their position and the leader becomes invisible,” adds Rittof. “On the other hand, if the leader maintains a dedicated position to engaging with employees, it becomes far more likely that the union fades into the background, only to appear every three to five years to bargain the next contract.” 

The most critical relationship for any organization is between supervisors and employees. Rittof believes organizations need to “invest in first-line and middle managers” because, as he points out, “They have the hardest job: translating the company’s vision so that employees can embrace it, and translating employees’ hurdles so that executives can provide the necessary resources.”  

Organizations that support their frontline leadership empower supervisors to bridge the gap between company objectives and employee needs.

When employees trust their leader, they feel heard and understood and don’t need intermediaries to speak on their behalf. The culture becomes collaborative instead of combative.

Investing in Leadership Training that Works in Any Environment

Leading in a union environment isn’t about navigating limitations; it’s about understanding people and the framework that protects them. Once leaders gain clarity on the contract and learn to use the resources around them, they can shift their focus back to what matters most: trust, respect, and genuine connection.

It’s interesting that leaders who feel uncertain about what they can and can’t do often hesitate to apply what they’ve learned. That’s something we relate to as trainers. We aim to teach strategies that are not only theoretically sound but also applicable in real-world settings.

Because no matter the environment, it’s always about the people.

When organizations invest in their frontline leaders, everyone benefits. Connect with Double E Workplace Solutions to see how our leadership programs can strengthen workplace trust and performance across your teams.