Leading, Managing, and Coaching - Mid-level managers often end up in their positions because they were good at detail-oriented performance, not because they were trained as managers. But the skills that boosted them into management are not the ones they need to be successful in their new positions.
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Industrial management : the magazine for better management in industry. - Norcross, Ga. : Institute of Industrial Engineers, ISSN 0019-8471, ZDB-ID 4108498. - Vol. 42.2000, 5, p. 27-33
What Motivates Middle Managers - Executives know that the key to getting middle managers to do the best job is to keep them motivated. But how? David Antonioni outlines the factors that make the biggest impact in heightening motivation and shows how executives can keep middle managers going strong
Antonioni, David, (1999)
Leading with Responsibility - Great managers are hard to find. Great leaders, much harder. But even great managers don't become great leaders without coaching and mentoring. One of the most important lessons for them to learn and internalize is the necessity of taking responsibility.
Antonioni, David, (2003)
Practicing Candor - If we are to nurture the leadership potential within us, we must accept the responsibility of initiating caring, candid conversations with our managers, While the prospect of leading upward in this way can create anxiety, the alternatives -- Muting the ideas that could contribute to our organization's success, putting our integrity on hold, or casting ourselves as victims -- ...
Antonioni, David, (2006)
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