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Ensuring effectiveness in our front‐line leaders

Ensuring effectiveness in our front‐line leaders Clearly, the role of front-line leader (often known as supervisor, team leader, foreman and so on) is a critical, challenging and often unappreciated role. However, the role must be performed effectively if work teams are to optimise their effectiveness. This paper argues that four practices, easily stated but difficult to fully implement, are required in order to fully develop the front-line leadership function. The practices are: implement a well-focused system of goals and feedback; employ rigorous leadership selection processes (including the removal of ineffective leaders); maintain well-developed and evolving human resource management systems; and implement training and development as an ongoing process. The rationale for each practice is provided as well as examples from experience. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Ensuring effectiveness in our front‐line leaders

Richard L. Bunning
Industrial and Commercial Training , Volume 32 (3): 7 – Jun 1, 2000
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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850010371684
Publisher site
See Article on Publisher Site

Abstract

Clearly, the role of front-line leader (often known as supervisor, team leader, foreman and so on) is a critical, challenging and often unappreciated role. However, the role must be performed effectively if work teams are to optimise their effectiveness. This paper argues that four practices, easily stated but difficult to fully implement, are required in order to fully develop the front-line leadership function. The practices are: implement a well-focused system of goals and feedback; employ rigorous leadership selection processes (including the removal of ineffective leaders); maintain well-developed and evolving human resource management systems; and implement training and development as an ongoing process. The rationale for each practice is provided as well as examples from experience.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Jun 1, 2000

Keywords: Development; Manufacturing; Policy

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    Bunning, R.
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