Skip to main content
padlock icon - secure page this page is secure

Managers as change agents

Buy Article:

$53.00 + tax (Refund Policy)

Managers who have difficulty with change often suffer pusillanimity. To initiate, encourage or maintain change, a manager needs the courage to fail. They also need interpersonal courage, particularly in the delivery of bad news and confronting poor performers. In addition, managers need moral courage to confront ethical dilemmas and corruption. Most importantly, change is a psychological issue in that managers need to challenge and support those who have to learn to behave differently. Perhaps managing the customer-facing employee in times of internal and external change is the most important task facing all managers. The paper concludes with an example of a bank that is trying to use 360° feedback to measure and encourage managerial courage.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media
No Metrics

Keywords: moral/interpersonal courage; performance management; underperformance

Document Type: Regular Paper

Publication date: August 1, 2002

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
X
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more