Managers as Developers of Others - Personal Experiences of Pleasure and Pain
This paper presents a small selection of a large volume of data collected in a study by IES. The study investigated the behaviour of managers who are good at developing other people in the workplace. It was conducted in four major UK organisations.
Accounts of effective and ineffective development by managers were collected from 51 people - a mix of employees who received good development support at work (we call these 'receivers') and managers who had given good development support (we call these 'givers').