Access the full text.
Sign up today, get DeepDyve free for 14 days.
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.
Industrial and Commercial Training – Emerald Publishing
Published: Jun 1, 2000
Keywords: Development; Manufacturing; Policy
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.