Do we need to establish long term relationships with our teams?

One of my previous managers had made an interesting statement during my one on one meeting with him. He said, "We should achieve the professionalism to a level that our managers should always want us back". Though I agreed with him completely, a question started working in my mind Do I have any manager for whom I longed to work for in my career?. Most interestingly, the answer was pretty much blank with an exception of probably just one. Without getting into reasons behind my story, let me focus on the approach I take when functioning as a Manager.
When I started my career as a Manager, I started understanding the need for having people who will work for me anytime. This resource base is not that easy to build as there are two people involved. We as managers should challenge the team intellectually, adopt a compassionate approach to the team and most importantly be able to provide a clear path to an individual's success. Besides whatever we do, we should ensure that the individual has visibility to the support you provide. Through this step, the trust between you and the team/individual is established. One important aspect a managers should recognize is that they can build the long term relationships with people who have similar needs.
In the Indian context, an individual recognizing the need for having long term relationships with Manager is not that straight forward. Today's market conditions too do not make it a mandatory step for success. Unlike in the western world, a typical Indian takes the first job at an age between 21-23. Prior to this, they have no experience or exposure to the corporate world or have any work experience. By the time they understand the corporate world and the need for building long term relationships, a few more years pass by. Many of these young people go through a few shocks in the mean time. In this process, the trust component (confidence in Manager/Organization) takes an erosion.

Most of my hires have at least 3 to 5 years of work experience and I have seen the trust component missing in some cases. In some cases they do not have the level of confidence that is expected at their level. It could be either because of the shocks they have been subjected to or lack of self belief. Another interesting observation is that many of them are quite happy in the their current state. This is quite puzzling. But slowly I have come to realise that it has more to do with Indian culture. We have large families (I personally have 18 uncles and aunts and probably more than 50 cousins). Work is just one part of the life and we derive satisfaction from life outside work. In many instances family takes higher priority than work.
Employees having no trust in organization/Manager and with priorities not exactly aligned towards building long termrelationships because of a combination of reasons mentioned above makes it imperative to build a framework for me as a Manager. A Manager should channelize his/her energy towards building relationships for mutual successs.

Like with other issues, I would like to put my perspective in the four blocks and analyze them.

High on Career/Work Priority and High on Trust category people are great to have in your team and you as a Manager would definitely aspire for building long term relationships with these people. One of the observations I had about the Indian context is that most of the people I met in this category have good background in education. Interestingly these people will succeed with or without you as a Manager. The kind of relationship you as a Manager establish will go a long way as chances of crossing paths with each other in the long career is very high. Treat these people as friends and constantly challenge their intellectual apetite. This is the way you can build long term relationships with this group.
Low on Career/Work Priority and High on Trust: Most of these category people I have met happen to work in operations environment. These people have settled down in their lives and the priorities are usually different with family coming first in most cases. These people know their priorities well and they also know very well that they need the support of their Manager to sustain them. Unlike in the previous case, here, the individual will make efforts to build and sustain the relationship. Personally, I always like to have these people in my team because of theiy score very high on dependability. However, we should be careful on what kind of tasks we assign them (avoid assigning aggressive deadlines and mission critical tasks to them as there is a chance that you would be disappointed).
High on Work/Career Priority and Low on Trust: This is an interesting combination. A good number of people whom I have met in my career belong to this category. This combination could be a result of the initial struggles they had in their career. This category of people are highly independent and quite capable. However, they believe in their ability than relationships. If we have people in this category, there is a good chance that you may have problem with their organization alignment as well. If majority of the team members are in this category, it is a perfect recipe for failure for you as a Manager. As a Manager, we should make our efforts to bring them into the top category and try to establish long term relationships. Personally, I have had some successes in this effort.
Low on Work/Career Priority and Low on Trust: This individual is a non-starter to begin with. I have not come across any employee in this category. Hopefuly I will not face one in the career. If by any chance you find someone in this bracket (among experienced professionals), the best option is to separate.