Publisher's Synopsis
In current years, there has been substantial discussion on the future of management but less interest on the changing role of managers in the workplace. This book reflects on the ways in which managers themselves are being managed. In some ways, managing managers requires the same responsibilities as managing any employee -- you need to help them set goals, grow within the company and advance their careers. But when it comes to leading managers, it is leadership coaching and development. Leaders exist in every generation and each generation brings something different, but important, to the workplace. And each generation needs leadership development. One of the hallmarks of career success inside organisations is the ability of a new or recently promoted employee to successfully transition into a new or expanded leadership role. In a changing and evolving world, coaching has become an important phenomenon for not only managers and employees, but also organisations and it has come to be qualified as an important strategy for the change and development processes of organisations. Managerial coaching is stated as a one-on-one development process formally contracted between a professional coach and a management-level client to increase the clients managerial and/or leadership performance by often using action learning. In managerial coaching, which is often interchangeably used with manager as coach, managers play the role of coaching an individual in daily interaction which focuses exclusively on achieving work goals. In this context, the book examines the direct effects of managerial coaching on the employees job performance, job satisfaction, ambiguity of roles, and satisfaction with the managers. In addition to this, the effects of role ambiguity on job satisfaction, job performance and satisfaction with the manager; the effects of job satisfaction on career commitment, job performance and organisational commitment have been investigated. A lot of firms pay insincerity to the importance of innovation and creativity, and often dont have an intimation how to create an internal culture that promotes either. What they may not comprehend is that with the intention of nurture creativity on a large scale, upper management and middle management need to be in-tune with each other, boosting each others creativity too. As a manager managing other managers, it is vital to maintain positive, functional relationships with the team.
