What's a manager to do?

Abstract

PurposeThis article seeks to examine numerous surveys on employee performance and leadership effectiveness and to reveal common themes and implications for managers interested in dramatically improved employee productivity and retention. All of these surveys are to study successful leaders and home in on the characteristics that differentiate them from the rest. Focusing on success creates positive energy by recognizing and appreciating what is working, which seems to produce greater engagement and momentum for change.Design/methodology/approachA wide range of possible managerial activities was evaluated and those that add little value were eliminated. Revealed were a few recommendations for time‐oppressed managers and organizations to undertake that have the greatest impact on improving both leadership effectiveness and employee productivity.FindingsSpecifically, the evidence supports the establishment of a performance‐management‐based organizational culture, although not from a command and control perspective, but from one that involves a coaching environment and conscious attempts at continuous dialogue within work teams to achieve a balance between driving for results and interpersonal skills.Originality/valueThe article identified that managers who undertake activities related to this approach have a much better chance of achieving “breakthrough” employee performance improvements, leading to “breakthrough” results for the organization.