2013년 11월 25일 월요일

AM 9:17

By Lavone Durgan

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About 'boulder definition'|False Prophets Link via Pandagon. The definition of prophet, as provided by SecondExodus...that, the prophet Bush moved aside the boulder and returned to heaven, where he ...







About 'boulder definition'|False Prophets Link via Pandagon. The definition of prophet, as provided by SecondExodus...that, the prophet Bush moved aside the boulder and returned to heaven, where he ...








Ｉｎ               ｒｅｃｅｎｔ               ｙｅａｒｓ,               ｔｈｅｒｅ               ｈａｓ               ｂｅｅｎ               ａ               ｃａｌｌ               ｔｏ               ｄｅｖｅｌｏｐ               ｍｏｒｅ               ｌｅａｄｅｒｓ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ               (Ｌｅｓｋｉｎ,               2006).

Ｍａｎｙ               ｍａｎａｇｅｍｅｎｔ               ａｎｄ               ｌｅａｄｅｒｓｈｉｐ               ｅｘｐｅｒｔｓ               ｉｎｓｉｓｔ               ｔｈａｔ               "ｗｅ               ｈａｖｅ               ｔｏｏ               ｍａｎｙ               ｍａｎａｇｅｒｓ               ａｎｄ               ｎｏｔ               ｅｎｏｕｇｈ               ｌｅａｄｅｒｓ"               (Ｌｅｓｋｉｎ,               2006,               ｐａｒａ.

3).

Ｔｈｅｙ               ｃｌａｉｍ               ｔｈａｔ               Ａｍｅｒｉｃａｎ               ｂｕｓｉｎｅｓｓｅｓ               ａｒｅ               ｐｕｔｔｉｎｇ               ｔｏｏ               ｍｕｃｈ               ｅｍｐｈａｓｉｓ               ｏｎ               ｔｒａｉｎｉｎｇ               ｍａｎａｇｅｒｓ               ａｎｄ               ｎｏｔ               ｅｎｏｕｇｈ               ｏｎ               ｃｒｅａｔｉｎｇ               ｌｅａｄｅｒｓ.

Ｈｏｗｅｖｅｒ,               ｏｔｈｅｒｓ               ａｒｅ               ｂｅｇｉｎｎｉｎｇ               ｔｏ               ｗｏｎｄｅｒ               ｉｆ               ｔｈｉｓ               ｔｒｅｎｄ               ｉｓ               ｃｒｅａｔｉｎｇ               ａ               ｌａｒｇｅ               ｃｈａｓｍ               ｂｅｔｗｅｅｎ               ｔｈｅｓｅ               ｔｗｏ               ｒｏｌｅｓ,               ｒａｔｈｅｒ               ｔｈａｎ               ｒｅｃｏｇｎｉｚｉｎｇ               ｔｈａｔ               ｔｈｅ               ｂｅｓｔ               ｂｕｓｉｎｅｓｓ               ｍａｎａｇｅｒｓ               ａｒｅ               ｔｈｏｓｅ               ｗｈｏ               ｓｔｒｉｖｅ               ｔｏ               ｂｅ               ｂｏｔｈ               ｇｏｏｄ               ｍａｎａｇｅｒｓ               ａｎｄ               ｇｏｏｄ               ｌｅａｄｅｒｓ               (Ｌｅｓｋｉｎ,               2006).

Ｉｎ               ｔｈｅ               ｅｎｄ,               ｔｏ               ｈｅｌｐ               ｙｏｕ               ａｌｌ               ｂｅｃｏｍｅ               ｂｅｔｔｅｒ               ｓｕｐｅｒｖｉｓｏｒｓ,               Ｉ               ｗｏｕｌｄ               ｌｉｋｅ               ｔｏ               ｔａｋｅ               ａ               ｍｏｍｅｎｔ               ｔｏ               ｄｉｓｃｕｓｓ               ｗｉｔｈ               ｙｏｕ               ｔｈｅ               ｄｉｓｔｉｎｃｔ               ｒｏｌｅｓ               ｏｆ               ｍａｎａｇｅｒ               ａｎｄ               ｌｅａｄｅｒ               ａｎｄ               ｈｏｗ               ｔｈｅｓｅ               ｔｗｏ               ｒｏｌｅｓ               ｃａｎ               ｏｖｅｒｌａｐ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｔｈｅ               Ｒｏｌｅ               ｏｆ               Ｍａｎａｇｅｒ
               Ｆｉｒｓｔ,               ｗｈａｔ               ｅｘａｃｔｌｙ               ｉｓ               ａ               ｍａｎａｇｅｒ?

Ｂａｓｉｃａｌｌｙ,               ａ               ｍａｎａｇｅｒ               ｉｓ               ａｎ               ｉｎｄｉｖｉｄｕａｌ               ｉｎ               ａｕｔｈｏｒｉｔｙ,               ｗｈｏ               ｉｓ               ｇｉｖｅｎ               ｔｈｅ               ｔａｓｋ               ｏｆ               ｏｖｅｒｓｅｅｉｎｇ               ｒｅｓｏｕｒｃｅｓ               (ｉ.ｅ.,               ｐｅｏｐｌｅ,               ｓｕｐｐｌｉｅｓ,               ａｎｄ/ｏｒ               ｆａｃｉｌｉｔｉｅｓ)               ｗｉｔｈｉｎ               ａ               ｃｏｍｐａｎｙ               ｔｏ               ｔｒｙ               ｔｏ               ｍｅｅｔ               ｓｅｔ               ｇｏａｌｓ               (Ａｌｌｅｎ,               1998ｂ;               Ｌｅｓｋｉｎ,               2006).

Ｔｈｉｓ               ｏｖｅｒｓｅｅｉｎｇ               ｏｆ               ｒｅｓｏｕｒｃｅｓ               ｃｏｎｓｉｓｔｓ               ｏｆ               ｆｏｕｒ               ｄｉｓｔｉｎｃｔ               ｆｕｎｃｔｉｏｎｓ:               "ｐｌａｎｎｉｎｇ,               ｏｒｇａｎｉｚｉｎｇ,               ｄｉｒｅｃｔｉｎｇ,               ａｎｄ               ｃｏｎｔｒｏｌｌｉｎｇ               ｔｈｅ               ｒｅｓｏｕｒｃｅｓ"               (Ａｌｌｅｎ,               1998ｂ,               ｐａｒａ.

1).

Ｔｈｅ               ｆｉｒｓｔ               ｏｆ               ｔｈｅｓｅ               ｆｕｎｃｔｉｏｎｓ,               ｐｌａｎｎｉｎｇ,               ｅｎｃｏｍｐａｓｓｅｓ               ａｌｌ               ｔｈｅ               ｍｅｔｈｏｄｉｃａｌ               ｓｔｅｐｓ               ｔｈａｔ               ｔｈｅ               ｍａｎａｇｅｒ               ｍｕｓｔ               ｄｅｖｅｌｏｐ               ｓｏ               ｔｈｏｓｅ               ｕｎｄｅｒ               ｈｉｍ               ｏｒ               ｈｅｒ               ｃａｎ               ｒｅａｃｈ               ｔｈｅ               ｂｕｓｉｎｅｓｓ'ｓ               ｇｏａｌｓ.

Ｎｅｘｔ,               ｏｒｇａｎｉｚｉｎｇ               ｒｅｆｅｒｓ               ｔｏ               ｔｈｅ               ｒｅａｒｒａｎｇｉｎｇ               ｏｆ               ｃｏｍｐａｎｙ               ｒｅｓｏｕｒｃｅｓ               ｔｈａｔ               ｉｓ               ｒｅｑｕｉｒｅｄ               ｔｏ               ｐｕｔ               ｔｈｉｓ               ｐｌａｎ               ｉｎｔｏ               ｍｏｔｉｏｎ.

Ａｆｔｅｒ               ｔｈｉｓ,               ｔｈｅ               ｍａｎａｇｅｒ               ｍｕｓｔ               ｄｉｒｅｃｔ               ｔｈｏｓｅ               ｕｎｄｅｒ               ｈｉｍ               ｏｒ               ｈｅｒ               ｓｏ               ｔｈｅｙ               ｍａｙ               ａｃｃｏｍｐｌｉｓｈ               ｔｈｅ               ｎｅｃｅｓｓａｒｙ               ｔａｓｋｓ               ｔｏ               ｒｅａｃｈ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ'ｓ               ｇｏａｌｓ.

Ｆｉｎａｌｌｙ,               ｔｈｉｓ               ｃｙｃｌｅ               ｉｓ               ｃｏｍｐｌｅｔｅｄ               ｗｉｔｈ               ｃｏｎｔｒｏｌｌｉｎｇ,               ｗｈｉｃｈ               ｒｅｑｕｉｒｅｓ               ｔｈｅ               ｍａｎａｇｅｒ               ｔｏ               ｋｅｅｐ               ｔｈｅ               ｒｅｓｏｕｒｃｅｓ               ｏｎ               ｔｒａｃｋ               ｂｙ               ｐｅｒｉｏｄｉｃａｌｌｙ               ｒｅｖｉｅｗｉｎｇ               ｈｉｓ               ｅｍｐｌｏｙｅｅｓ'               ｐｒｏｇｒｅｓｓ               ａｎｄ               ｔａｋｉｎｇ               ｃｏｒｒｅｃｔｉｖｅ               ａｃｔｉｏｎ               ｉｆ               ｎｅｅｄｅｄ               (Ａｌｌｅｎ,               1998ｂ).
               Ｔｈｅ               Ｒｏｌｅ               ｏｆ               Ｌｅａｄｅｒ
               Ａ               ｌｅａｄｅｒ,               ｉｎ               ｃｏｎｔｒａｓｔ,               ｉｓ               ｅｓｓｅｎｔｉａｌｌｙ               ａｎ               ｉｎｄｉｖｉｄｕａｌ               ｔｈａｔ               "ｉｎｆｌｕｅｎｃｅｓ               ｍｏｒｅ               ｔｈａｎ               ｏｎｅ               ｐｅｒｓｏｎ               ｔｏｗａｒｄ               ａ               ｇｏａｌ"               (Ａｌｌｅｎ,               1998ａ,               Ａ               Ｄｅｆｉｎｉｔｉｏｎ               ｏｆ               Ｌｅａｄｅｒｓｈｉｐ               ｓｅｃｔｉｏｎ).

Ｔｈｉｓ               ｉｎｆｌｕｅｎｃｅ               ｃａｎ               ｃｏｍｅ               ｉｎ               ａ               ｖａｒｉｅｔｙ               ｏｆ               ｗａｙｓ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｔｒａｎｓａｃｔｉｏｎａｌ               ｌｅａｄｅｒｓ               ｃｌｅａｒｌｙ               ｅｘｐｌａｉｎ               ｒｏｌｅｓ               ａｎｄ               ｔａｓｋｓ               ｔｈａｔ               ｅａｃｈ               ｉｎｄｉｖｉｄｕａｌ               ｍｕｓｔ               ｉｍｐｌｅｍｅｎｔ               ｔｏ               ｒｅａｃｈ               ｓｅｔ               ｇｏａｌｓ               ａｎｄ               ｔｈｅｎ               ｏｕｔｌｉｎｅ               ａ               ｃｌｅａｒ               ｓｅｔ               ｏｆ               ｐｕｎｉｓｈｍｅｎｔｓ               ａｎｄ               ｒｅｗａｒｄｓ               ｔｏ               ｍｏｔｉｖａｔｅ               ｅａｃｈ               ｐｅｒｓｏｎ               ｔｏ               ｆｕｌｆｉｌｌ               ｔｈｅｓｅ               ｒｏｌｅｓ               ａｎｄ               ｃｏｍｐｌｅｔｅ               ｔｈｅｓｅ               ｔａｓｋｓ               (Ａｌｌｅｎ,               1998ａ;               Ｓｔｒａｋｅｒ,               2007).

Ｔｒａｎｓｆｏｒｍａｔｉｏｎａｌ               ｌｅａｄｅｒｓ,               ｔｈｏｕｇｈ,               ｐｕｔ               ｌｅｓｓ               ｆｏｃｕｓ               ｕｐｏｎ               ｃｌｅａｒ-ｃｕｔ               ｔａｓｋｓ               ａｎｄ               ｒｏｌｅｓ.

Ｉｎｓｔｅａｄ,               ｔｈｅｙ               ｕｓｅ               ｃｈａｒｉｓｍａ               ａｎｄ               ｖｉｓｉｏｎ               ｔｏ               ｉｎｓｐｉｒｅ               ｆｏｌｌｏｗｅｒｓ               ｔｏ               ｄｏ               ａｌｌ               ｔｈｅｙ               ｃａｎ               ｔｏ               ｈｅｌｐ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               ｓｕｃｃｅｅｄ.

Ａｔ               ｔｉｍｅｓ,               ｔｈｅｉｒ               ｆｏｌｌｏｗｅｒｓ               ｗｉｌｌ               ｇｏ               ａｂｏｖｅ               ａｎｄ               ｂｅｙｏｎｄ               ｗｈａｔ               ｉｓ               ｅｘｐｅｃｔｅｄ               ｏｆ               ｔｈｅｍ               ｆｏｒ               ｔｈｅ               ｓａｋｅ               ｏｆ               ｄｅｖｅｌｏｐｉｎｇ               ａ               ｍｏｒｅ               ｐｒｏｍｉｓｉｎｇ               ｆｕｔｕｒｅ               ｆｏｒ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               (Ａｌｌｅｎ,               1998ａ).
               Ｍａｎａｇｅｒｓ               ｖｓ.

Ｌｅａｄｅｒｓ
               Ｉｔ               ｉｓ               ｃｒｕｃｉａｌ               ｔｏ               ｒｅａｌｉｚｅ               ｔｈａｔ               ｔｈｅｓｅ               ｔｗｏ               ｄｉｓｔｉｎｃｔ               ｒｏｌｅｓ               ａｒｅ               ｎｏｔ               ｅｎｔｉｒｅｌｙ               ｓｅｐａｒａｔｅ.

Ｒａｔｈｅｒ,               ｔｈｅｙ               ａｒｅ               ｉｎｔｅｒｒｅｌａｔｅｄ               ｉｎ               ｍａｎｙ               ｃａｓｅｓ.

Ｏｃｃａｓｉｏｎａｌｌｙ,               ｌｅａｄｅｒｓ               ｍｕｓｔ               ｂｅ               ｍａｎａｇｅｒｓ               ａｎｄ               ｌｉｋｅｗｉｓｅ,               ｍａｎａｇｅｒｓ               ｍｕｓｔ               ｂｅ               ｌｅａｄｅｒｓ.

Ａｌｓｏ,               ｌｅａｄｅｒｓ               ｗｉｔｈｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ               ｄｏ               ｎｏｔ               ｎｅｃｅｓｓａｒｉｌｙ               ｈａｖｅ               ｆｏｒｍａｌ               ａｕｔｈｏｒｉｔｙ               (ａｓ               ｍａｎａｇｅｒｓ,               ｓｕｐｅｒｖｉｓｏｒｓ,               ａｎｄ               ｏｔｈｅｒ               ａｕｔｈｏｒｉｔｙ               ｈｅａｄｓ               ｄｏ).

Ａｎｄ               ｅｖｅｎ               ｔｈｏｕｇｈ               ｍａｎａｇｅｒｓ               ａｒｅ               ｇｉｖｅｎ               ｆｏｒｍａｌ               ａｕｔｈｏｒｉｔｙ,               ｓｏｍｅ               ｍａｎａｇｅｒｓ               ｎｅｖｅｒ               ａｃｔ               ａｓ               ｌｅａｄｅｒｓ.

Ｈｏｗｅｖｅｒ,               ａｌｌ               ｍａｎａｇｅｒｓ               ｓｈｏｕｌｄ               ｓｔｒｉｖｅ               ｔｏ               ｂｅ               ｇｏｏｄ               ｌｅａｄｅｒｓ               ｂｅｃａｕｓｅ               ｌｅａｄｅｒｓｈｉｐ               ｓｋｉｌｌｓ               ｍａｋｅ               ｔｈｅｉｒ               ｒｅｓｐｏｎｓｉｂｉｌｉｔｙ               ｏｆ               ｄｉｒｅｃｔｉｎｇ               ｔｈｏｓｅ               ｕｎｄｅｒ               ｔｈｅｍ               ｍｕｃｈ               ｅａｓｉｅｒ.

Ｅｓｓｅｎｔｉａｌｌｙ,               ｌｅａｄｅｒｓｈｉｐ               ｉｎｆｌｕｅｎｃｅｓ               ｏｔｈｅｒｓ               ｔｏ               ｗｉｌｌｉｎｇｌｙ               ｂｒｉｎｇ               ａｂｏｕｔ               ｃｈａｎｇｅ,               ｗｈｉｌｅ               ｍａｎａｇｅｍｅｎｔ               ｗｉｔｈｏｕｔ               ｌｅａｄｅｒｓｈｉｐ               ｔｒｉｅｓ               ｔｏ               ｕｓｅ               ｆｏｒｍａｌ               ａｕｔｈｏｒｉｔｙ               ｔｏ               ｆｏｒｃｅ               ｅｍｐｌｏｙｅｅｓ               ｔｏ               ａｃｈｉｅｖｅ               ｇｏａｌｓ               (Ａｌｌｅｎ,               1998ａ;               Ｌｅｓｋｉｎ,               2006).

Ｃｏｎｓｅｑｕｅｎｔｌｙ,               ａｌｌ               ｍａｎａｇｅｒｓ               ａｎｄ               ｓｕｐｅｒｖｉｓｏｒｓ               ｓｈｏｕｌｄ               ｒｅａｄｉｌｙ               ｅｍｂｒａｃｅ               ｔｈｅ               ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ               ａｎｄ               ｓｋｉｌｌｓ               ｏｆ               ａ               ｇｏｏｄ               ｌｅａｄｅｒ,               ｓｕｃｈ               ａｓ               ａｎａｌｙｔｉｃａｌ               ｔｈｉｎｋｉｎｇ,               ｃｏｎｆｉｄｅｎｃｅ,               ｄｅｄｉｃａｔｉｏｎ               ｔｏ               ｅｘｃｅｌｌｅｎｃｅ,               ｅｎｔｈｕｓｉａｓｍ,               ｅｘｃｅｌｌｅｎｔ               ｃｈａｒａｃｔｅｒ,               ｓｅｌｆ-ｃｏｎｔｒｏｌ,               ａｎｄ               ｓｔａｂｉｌｉｔｙ               (Ｗｈｉｔｅ,               2005).
               Ｍａｎａｇｅｒｓ               ａｓ               Ｍｏｔｉｖａｔｏｒｓ
               Ｍａｎａｇｅｒｓ               ａｌｓｏ               ｍｕｓｔ               ｓｏｍｅｔｉｍｅｓ               ａｃｔ               ａｓ               ｍｏｔｉｖａｔｏｒｓ               ｗｉｔｈｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ.

Ｍｏｔｉｖａｔｉｎｇ               ｅｍｐｌｏｙｅｅｓ               ｉｓ               ｐａｒｔ               ｏｆ               ｂｅｉｎｇ               ａ               ｌｅａｄｅｒ.

Ｈｏｗｅｖｅｒ,               ｔｈｅ               ｍａｎａｇｅｒ               ａｓ               ａ               ｍｏｔｉｖａｔｏｒ               ｔａｋｅｓ               ｔｈｉｓ               ｉｍｐｏｒｔａｎｔ               ｔａｓｋ               ｔｏ               ａ               ｗｈｏｌｅ               ｎｅｗ               ｌｅｖｅｌ.

Ｕｌｔｉｍａｔｅｌｙ,               ｔｈｅ               ｍａｎａｇｅｒ               ｏｒ               ｓｕｐｅｒｖｉｓｏｒ               ｗｈｏ               ｆｕｌｌｙ               ａｓｓｕｍｅｓ               ｔｈｉｓ               ｒｏｌｅ               ｓｅｅｋｓ               ｔｏ               ｐｉｎｐｏｉｎｔ               ｔｈｅ               ｉｎｔｅｒｅｓｔｓ               ａｎｄ               ｄｒｉｖｅ               ｏｆ               ｈｉｓ               ｏｒ               ｈｅｒ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ｓｅｔ               ｕｐ               ａ               ｐｏｓｉｔｉｖｅ               ｗｏｒｋ               ｅｎｖｉｒｏｎｍｅｎｔ               ｔｈａｔ               ｗｉｌｌ               ｒｅｗａｒｄ               ｅｍｐｌｏｙｅｅｓ               ｗｉｔｈ               ｉｎｃｅｎｔｉｖｅｓ               ｔｈａｔ               ｓｐｅｃｉｆｉｃａｌｌｙ               ｍａｔｃｈ               ｔｈｅｓｅ               ｉｎｄｉｖｉｄｕａｌｓ.

Ｔｈｅｓｅ               ｉｎｃｅｎｔｉｖｅｓ               ｗｉｌｌ               ｎｏｔ               ｏｎｌｙ               ｈｅｌｐ               ｄｒｉｖｅ               ｅｍｐｌｏｙｅｅｓ               ｔｏ               ａｃｈｉｅｖｅ               ｏｒｇａｎｉｚａｔｉｏｎａｌ               ｒｏｌｅｓ               ｂｕｔ               ａｌｓｏ               ｍｏｔｉｖａｔｅ               ｔｈｅｍ               ｔｏ               ｃｏｎｔｉｎｕｅ               ｗｏｒｋｉｎｇ               ａｔ               ｔｈａｔ               ｂｕｓｉｎｅｓｓ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ｍａｎａｇｅｒｓ               ｍａｙ               ｃｈｏｏｓｅ               ｔｏ               ｃｏｎｄｕｃｔ               ａｎ               ｅｍｐｌｏｙｅｅ               ｍｏｔｉｖａｔｉｏｎ               ｓｕｒｖｅｙ               ｔｏ               ｆｉｎｄ               ｏｕｔ               ｗｈａｔ               ｉｓ               ｉｍｐｏｒｔａｎｔ               ｔｏ               ｔｈｏｓｅ               ｕｎｄｅｒ               ｔｈｅｍ.

Ｔｈｉｓ               ｓｕｒｖｅｙ               ｔｈｅｎ               ｒｅｖｅａｌｓ               ｔｈａｔ               ｍａｎｙ               ｏｆ               ｔｈｅ               ｅｍｐｌｏｙｅｅｓ               ｆｅｅｌ               ｌｉｋｅ               ｔｈｅｙ               ｄｏ               ｎｏｔ               ｈａｖｅ               ａ               ｖｏｉｃｅ               ｉｎ               ｔｈｅ               ｗｏｒｋｐｌａｃｅ,               ｒｅｄｕｃｉｎｇ               ｔｈｅｉｒ               ｃｒｅａｔｉｖｉｔｙ               ａｎｄ               ｄｅｓｉｒｅ               ｔｏ               ｗｏｒｋ.

Ｔｏ               ｒｅｍｅｄｙ               ｔｈｉｓ               ｐｒｏｂｌｅｍ               ａｎｄ               ｍｏｔｉｖａｔｅ               ｔｈｅｓｅ               ｉｎｄｉｖｉｄｕａｌｓ,               ｔｈｅ               ｍａｎａｇｅｒｓ               ｃｏｕｌｄ               ｓｅｔ               ｕｐ               ｏｐｅｎ               ｃｏｍｍｕｎｉｃａｔｉｏｎ               ｃｈａｎｎｅｌｓ               ｂｅｔｗｅｅｎ               ｔｈｅｍ               ａｎｄ               ｔｈｅｉｒ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ｏｆｆｅｒ               ｒｅｗａｒｄｓ               ｆｏｒ               ｃｒｅａｔｉｖｅ               ｉｄｅａｓ               ｔｈａｔ               ｔｈｅ               ｃｏｍｐａｎｙ               ｄｅｃｉｄｅｓ               ｔｏ               ｉｍｐｌｅｍｅｎｔ               (Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｃｏｌｏｒａｄｏ               ａｔ               Ｂｏｕｌｄｅｒ,               2008).
               Ｍａｎａｇｅｒｓ               ａｓ               Ｃｏａｃｈｅｓ
               Ｆｉｎａｌｌｙ,               ｍａｎａｇｅｒｓ               ａｄｄｉｔｉｏｎａｌｌｙ               ａｃｔ               ａｓ               ｃｏａｃｈｅｓ               ａｔ               ｔｉｍｅｓ.

Ｔｈｅ               ｂｅｓｔ               ｍａｎａｇｅｒｓ               ａｉｍ               ｔｏ               ｅｎｇａｇｅ               ｔｈｏｓｅ               ｕｎｄｅｒ               ｔｈｅｍ,               ｇｅｔｔｉｎｇ               ｅａｃｈ               ｅｍｐｌｏｙｅｅ               "ｆｕｌｌｙ               ｉｎｖｏｌｖｅｄ               ｉｎ,               ａｎｄ               ｅｎｔｈｕｓｉａｓｔｉｃ               ａｂｏｕｔ,               ｈｉｓ               ｏｒ               ｈｅｒ               ｗｏｒｋ"               (Ｇｏｌｄｓｍｉｔｈ,               2007,               Ｅｍｐｌｏｙｅｅ               ｅｎｇａｇｅｍｅｎｔ               .

.

.

Ｓｏ               ｗｈａｔ'ｓ               ｉｔ               ａｌｌ               ａｂｏｕｔ?

ｓｅｃｔｉｏｎ).

Ｃｏｕｎｔｌｅｓｓ               ｓｕｒｖｅｙｓ               ｈａｖｅ               ｒｅｖｅａｌｅｄ               ｔｈａｔ               ｏｎｅ               ｏｆ               ｔｈｅ               ｔｈｉｎｇｓ               ｔｈａｔ               ｇｅｔ               ｅｍｐｌｏｙｅｅｓ               ｅｎｔｈｕｓｉａｓｔｉｃ               ａｂｏｕｔ               ｔｈｅｉｒ               ｊｏｂｓ               ｉｓ               ｔｈｅ               ｏｐｐｏｒｔｕｎｉｔｙ               ｆｏｒ               ｃａｒｅｅｒ               ｄｅｖｅｌｏｐｍｅｎｔ.

Ａｓ               ａ               ｒｅｓｕｌｔ,               ｍａｎａｇｅｒｓ               ｓｈｏｕｌｄ               ｔａｋｅ               ａ               ｓｐｅｃｉａｌ               ｉｎｔｅｒｅｓｔ               ｉｎ               ｔｈｅ               ｃａｒｅｅｒ               ｇｏａｌｓ               ｏｆ               ｔｈｅｉｒ               ｅｍｐｌｏｙｅｅｓ               ａｎｄ               ａｃｔ               ａｓ               ｔｈｅｉｒ               ｃａｒｅｅｒ               ｃｏａｃｈ.

Ｆｏｒ               ｅｘａｍｐｌｅ,               ａ               ｍａｎａｇｅｒ               ａｃｔｓ               ａｓ               ａ               ｃａｒｅｅｒ               ｃｏａｃｈ               ｆｏｒ               ｈｉｓ               ｅｍｐｌｏｙｅｅｓ               ｗｈｅｎ               ｈｅ               ｏｒ               ｓｈｅ               ｔａｋｅｓ               ｔｈｅ               ｔｉｍｅ               ｔｏ               ｒｅｇｕｌａｒｌｙ               ｄｉｓｃｕｓｓ               ｗｉｔｈ               ｔｈｅｍ               ｔｈｅｉｒ               ｓｔｒｅｎｇｔｈｓ               ａｎｄ               ｄｅｓｉｒｅｓ               ａｎｄ               ｔｈｅｎ               ａｓｓｉｇｎｓ               ｔｈｅｍ               ｐｒｏｊｅｃｔｓ               ｏｒ               ｅｖｅｎ               ｎｅｗ               ｐｏｓｉｔｉｏｎｓ               ｔｈａｔ               ｆｉｔ               ｔｈｅｓｅ               ｓｔｒｅｎｇｔｈｓ               ａｎｄ               ｄｅｓｉｒｅｓ               (Ｇｏｌｄｓｍｉｔｈ,               2007).
               Ｃｏｎｃｌｕｓｉｏｎ
               Ｉｎ               ｃｏｎｃｌｕｓｉｏｎ,               ｂｅｉｎｇ               ａ               ｍａｎａｇｅｒ               ｉｓ               ａ               ｃｏｍｐｌｉｃａｔｅｄ               ｊｏｂ.

Ｉｔ               ｅｎｔａｉｌｓ               ａｓｓｕｍｉｎｇ               ａ               ｖａｓｔ               ｎｕｍｂｅｒ               ｏｆ               ｄｉｆｆｅｒｅｎｔ               ｒｏｌｅｓ,               ｎｏｔ               ｊｕｓｔ               ｌｅａｄｅｒ,               ｍｏｔｉｖａｔｏｒ,               ａｎｄ               ｃｏａｃｈ.

Ｄｉｆｆｅｒｅｎｔ               ｃｉｒｃｕｍｓｔａｎｃｅｓ               ｃａｌｌ               ｆｏｒ               ａ               ｄｉｆｆｅｒｅｎｔ               ｒｏｌｅ,               ａｎｄ               ｔｈｅ               ｂｅｓｔ               ｍａｎａｇｅｒｓ               ｌｅａｒｎ               ｗｈｉｃｈ               ｒｏｌｅ(ｓ)               ｉｓ               ａｐｐｒｏｐｒｉａｔｅ               ｆｏｒ               ｗｈｉｃｈ               ｓｉｔｕａｔｉｏｎ,               ｗｈｉｌｅ               ｎｅｖｅｒ               ｌｏｓｉｎｇ               ｓｉｇｈｔ               ｏｆ               ｔｈｅ               ｆａｃｔ               ｔｈａｔ               ａｌｌ               ｏｆ               ｔｈｅｓｅ               ｒｏｌｅｓ               ａｒｅ               ｗｈａｔ               ｍａｋｅｓ               ｕｐ               ａ               ｇｏｏｄ               ｍａｎａｇｅｒ               (Ａｌｌｅｎ,               1998ｃ).

Ｉｎ               ｔｈｅ               ｅｎｄ,               Ｉ               ｅｎｃｏｕｒａｇｅ               ｙｏｕ               ａｌｌ               ｔｏ               ｎｅｖｅｒ               ｓｔｏｐ               ｄｅｖｅｌｏｐｉｎｇ               ｙｏｕｒ               ｍａｎａｇｅｍｅｎｔ               ｓｋｉｌｌｓ.

Ｎｅｖｅｒ               ｂｅ               ａｆｒａｉｄ               ｔｏ               ｌｅａｒｎ               ｆｒｏｍ               ｙｏｕｒ               ｐａｓｔ               ｍｉｓｔａｋｅｓ               ｏｒ               ｔｈｅ               ｃｒｉｔｉｃｉｓｍ               ｏｆ               ｔｈｏｓｅ               ａｂｏｖｅ               ｏｒ               ｂｅｌｏｗ               ｙｏｕ.

Ｆｒｏｍ               ｍｙ               ｐａｓｔ               ｅｘｐｅｒｉｅｎｃｅ               (ｗｏｒｋｉｎｇ               ｆｏｒ               ｔｗｏ               ｓｍａｌｌ               ｂｕｓｉｎｅｓｓ               ｏｗｎｅｒｓ),               Ｉ               ｈａｖｅ               ｌｅａｒｎｅｄ               ｔｈａｔ               ｆｅｗ               ｐｅｏｐｌｅ               ａｒｅ               ｎａｔｕｒａｌｌｙ               ｇｏｏｄ               ｍａｎａｇｅｒｓ.

Ｒａｔｈｅｒ,               ｔｈｅ               ｂｅｓｔ               ｍａｎａｇｅｒｓ               ａｒｅ               ｍｏｌｄｅｄ               ｏｖｅｒ               ｔｉｍｅ               ａｓ               ｔｈｅｙ               ｃｏｎｔｉｎｕｏｕｓｌｙ               ｇｒｏｗ               ａｎｄ               ｅｘｐａｎｄ               ｔｈｅｉｒ               ｋｎｏｗｌｅｄｇｅ               ａｎｄ               ｅｘｐｅｒｉｅｎｃｅ.
               Ｒｅｆｅｒｅｎｃｅｓ:
               Ａｌｌｅｎ,               Ｇ.

(1998ａ).

Ｌｅａｄｉｎｇ.

Ｉｎ               Ｓｕｐｅｒｖｉｓｉｏｎ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               25,               2008,               ｆｒｏｍ               Ｄａｌｌａｓ               Ｃｏｕｎｔｙ               Ｃｏｍｍｕｎｉｔｙ               Ｃｏｌｌｅｇｅ               Ｄｉｓｔｒｉｃｔ               Ｗｅｂ               ｓｉｔｅ:               ｈｔｔｐ://ｏｌｌｉｅ.ｄｃｃｃｄ.ｅｄｕ/ｍｇｍｔ1374/ｂｏｏｋ_ｃｏｎｔｅｎｔｓ               /4ｄｉｒｅｃｔｉｎｇ/ｌｅａｄｉｎｇ/ｌｅａｄ.ｈｔｍ
               Ａｌｌｅｎ,               Ｇ.

(1998ｂ).

Ｍａｎａｇｅｒｉａｌ               ｆｕｎｃｔｉｏｎｓ.

Ｉｎ               Ｓｕｐｅｒｖｉｓｉｏｎ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               22,               2008,               ｆｒｏｍ               Ｄａｌｌａｓ               Ｃｏｕｎｔｙ               Ｃｏｍｍｕｎｉｔｙ               Ｃｏｌｌｅｇｅ               Ｄｉｓｔｒｉｃｔ               Ｗｅｂ               ｓｉｔｅ:               ｈｔｔｐ://ｏｌｌｉｅ.ｄｃｃｃｄ.ｅｄｕ/ｍｇｍｔ1374/ｂｏｏｋ               _ｃｏｎｔｅｎｔｓ/1ｏｖｅｒｖｉｅｗ/ｍａｎａｇｅｒｉａｌ_ｆｕｎｃｔｉｏｎｓ/ｍｇｒｌ_ｆｕｎｃｔｉｏｎｓ.ｈｔｍ
               Ａｌｌｅｎ,               Ｇ.

(1998ｃ).

Ｍａｎａｇｅｒｉａｌ               ｒｏｌｅｓ.

Ｉｎ               Ｓｕｐｅｒｖｉｓｉｏｎ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               29,               2008,               ｆｒｏｍ               Ｄａｌｌａｓ               Ｃｏｕｎｔｙ               Ｃｏｍｍｕｎｉｔｙ               Ｃｏｌｌｅｇｅ               Ｄｉｓｔｒｉｃｔ               Ｗｅｂ               ｓｉｔｅ:               ｈｔｔｐ://ｏｌｌｉｅ.ｄｃｃｃｄ.ｅｄｕ/ｍｇｍｔ1374/ｂｏｏｋ               _ｃｏｎｔｅｎｔｓ/1ｏｖｅｒｖｉｅｗ/ｍａｎａｇｅｒｉａｌ_ｒｏｌｅｓ/ｍｇｒｌ_ｒｏｌｅｓ.ｈｔｍ
               Ｇｏｌｄｓｍｉｔｈ,               Ｍ.

(2007,               Ｊｕｌｙ               3).

Ｅｎｇａｇｉｎｇ               ｅｍｐｌｏｙｅｅｓ.

Ｂｕｓｉｎｅｓｓ               Ｗｅｅｋ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               29,               2008,               ｆｒｏｍ               ｈｔｔｐ://ｗｗｗ.ｂｕｓｉｎｅｓｓｗｅｅｋ.ｃｏｍ/ｃａｒｅｅｒｓ/ｃｏｎｔｅｎｔ/ｊｕｌ2007/ｃａ2007073_512524.ｈｔｍ?ｃａｍｐａｉｇｎ_ｉｄ=ｒｓｓ_ｎｕｌｌ
               Ｌｅｓｋｉｎ,               Ｂ.

(2006,               Ｍａｒｃｈ               3).

ＨＲ               ｍｙｔｈ               ａｎｄ               ｒｅａｌｉｔｙ:               Ｍａｎａｇｅｒｓ               ｖｓ.

ｌｅａｄｅｒｓ               ｍｉｓｓｅｓ               ｍａｒｋ.

Ｓｉｌｉｃｏｎ               Ｖａｌｌｅｙ               /               Ｓａｎ               Ｊｏｓｅ               Ｂｕｓｉｎｅｓｓ               Ｊｏｕｒｎａｌ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               29,               2008,               ｆｒｏｍ               ｈｔｔｐ://ｓａｎｊｏｓｅ.ｂｉｚｊｏｕｒｎａｌｓ.ｃｏｍ/ｓａｎｊｏｓｅ/ｓｔｏｒｉｅｓ/2006/03/06/ｆｏｃｕｓ3.ｈｔｍｌ
               Ｓｔｒａｋｅｒ,               Ｄ.

(2007).

Ｔｒａｎｓａｃｔｉｏｎａｌ               ｌｅａｄｅｒｓｈｉｐ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               24,               2008,               ｆｒｏｍ               ｈｔｔｐ://ｃｈａｎｇｉｎｇｍｉｎｄｓ.ｏｒｇ/ｄｉｓｃｉｐｌｉｎｅｓ/ｌｅａｄｅｒｓｈｉｐ/ｓｔｙｌｅｓ/ｔｒａｎｓａｃｔｉｏｎａｌ_ｌｅａｄｅｒｓｈｉｐ.ｈｔｍ
               Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｃｏｌｏｒａｄｏ               ａｔ               Ｂｏｕｌｄｅｒ.

(2008,               Ｍａｙ).

Ｇｕｉｄｅ               ｔｏ               ｍｏｔｉｖａｔｉｎｇ               ｅｍｐｌｏｙｅｅｓ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               29,               2008,               ｆｒｏｍ               Ｕｎｉｖｅｒｓｉｔｙ               ｏｆ               Ｃｏｌｏｒａｄｏ               ａｔ               Ｂｏｕｌｄｅｒ,               Ｄｅｐａｒｔｍｅｎｔ               ｏｆ               Ｈｕｍａｎ               Ｒｅｓｏｕｒｃｅｓ:               ｈｔｔｐ://ｗｗｗ.ｃｏｌｏｒａｄｏ.ｅｄｕ/ｈｕｍｒｅｓ/ｄｏｗｎｌｏａｄｓ/ＨＲＧｕｉｄｅ.ｐｄｆ
               Ｗｈｉｔｅ,               Ｂ.

(2005).

Ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ               ｏｆ               ａ               ｇｏｏｄ               ｌｅａｄｅｒ.

Ｒｅｔｒｉｅｖｅｄ               Ｊｕｌｙ               29,               2008,               ｆｒｏｍ               ｈｔｔｐ://ｗｗｗ.ｔｈｅｇｏｏｄｍａｎａｇｅｒ.ｃｏｍ/ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ_ｏｆ_ａ_ｇｏｏｄ_ｌｅａｄｅｒ1.ｈｔｍ






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