Louise Reeve 7 Years Ago An interesting post which raises an awkward question: can you actually convert a manager who manages by "bullying, undermining, exploiting and controlling" or "taking their staff for granted, criticising but rarely praising, routinely exploiting goodwill, are quick to take credit for success but slow to acknowledge the contribution of others" into managers who are "supporting, nurturing, and challenging"? Or is the issue that some people are in management posts who simply should not be there? And if the answer is "no" (at least in some cases), will the organisation take the step of removing them from their posts and replacing them with people who can manage better - if they do, is it still 'cost-effective'? Performance management of managers is a very, very tricky thing to get right. (Also Blair, I really hope you don't mind me saying this, but I think your post needs a little proof-reading.) 0 Reply as... Cancel
Blair McPherson 7 Years Ago Louise thanks for taking the time to read and comment on this. The research has implications for what we look for when we appointing managers and how we develop managers for example 360 degree feedback, coaching and mentoring. Managing managers is challenging but would we ignor a manager who regularly over spent their budget or reapetedly failed to hit performance targets! 0 Reply as... Cancel