Managers as Developers of Others – Main Findings of an IES Research Study
This paper is based on a study by IES that investigated the behaviour of managers who are good at developing other people in the workplace. This paper contains: characteristics of good and bad development support; situations where good developers make a difference; what motivates good developers of others; enablers and barriers to developign others; the impact of good and bad development support; a framework for managers as developers; some practical suggestions for managers; and information about the research.
This paper is based on a study by IES that investigated the behaviour of managers who are good at developing other people in the workplace.
This paper contains:
- characteristics of good and bad development support
- situations where good developers make a difference
- what motivates good developers of others
- enablers and barriers to developign others
- the impact of good and bad development support
- a framework for managers as developers
- some practical suggestions for managers
- information about the research.