Getting a life at work: developing people beyond role boundaries

Abstract

This article explores how managers adopt role‐oriented behaviours at work, often losing sight thereby of their values and personality. We refer to interview‐based research into the stereotype of the information technology (IT) manager as a clear example of a role which is technical in its nature, and consequently potentially lacking in flexibility and the ability to work with ambiguity which characterises organisational politics. This is supported by a case study of a course for senior IT managers which provides insights into how their initially naïve views of organisational politics can be changed by refocusing their attention upon themselves as people, and away from their roles as IT managers. We conclude that better interpersonal development for senior IT managers will make them more effective at board level, and enable businesses to better exploit IT, and gain significant benefits which many are missing.