Document Abstract

Will we ever build better line managers?, IN People Management, May 2019, pp36-39

Discusses how the performance of line managers can be improved. Highlights that management style is cited as a cause by 43% of employees with stress-related absence. Considers that, when managers are effective, they play a key role in an organisation’s success, but that some managers are badly trained and developed. Discusses the case of Domestic and General which has used part of its apprenticeship levy funds to design an ‘Aspiring Leaders’ programme for front-line staff and also launched bespoke development programmes for managers within its call centres. Notes that organisations are realising the importance of softer skills such as emotional intelligence, communication and critical thinking in line management capabilities. Suggests that softer skills can be harder to pick up than technical skills and that development of the skills can take time. Highlights the necessity for senior managers to be good role models and notes the importance of peer-to-peer coaching and mentoring schemes. Concludes that investing in good line-managers will bring many benefits to organisations.


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Whitehouse, Eleanor
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Journal article.

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