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How to support and develop first-time managers?

How to support and develop first-time managers? Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

How to support and develop first-time managers?

Sillett, Dawn
Industrial and Commercial Training , Volume 47 (1): 5 – Feb 2, 2015
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0019-7858
DOI
10.1108/ICT-06-2014-0040
Publisher site
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Abstract

Purpose – The purpose of this paper is to explore the challenges faced by first-time managers on their promotion and present suggestions for aiding successful transition. Design/methodology/approach – The paper is based on 15 years’ experience of working with first-time managers and their employers’ organizations, designing and delivering training and development programs in a corporate environment, as well as informal study of research by academic and practising professionals in the management development field. Findings – Newly promoted managers can face daunting challenges when they take on responsibility for managing others, which can adversely affect their own and others’ performance and engagement. Practical implications – The paper provides practical suggestions for supporting first-time managers’ transition to their new role. Originality/value – This paper is of value to HR and learning and development professionals, as well as senior managers who seek practical ways to enhance the development of their first-time managers.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Feb 2, 2015

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