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Effective Managerial Leadership
Why Managers Don’t Manage, and What to do About it
The managers in our client organizations are dealing with the urgent, instead of the important. Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work.
Almost half of their time is consumed doing work that is not adding value in the way it should and
could. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear objectives with statements of quantity, quality and timeliness.
This creates a vicious circle where managers – throughout the organization – are not clear about their priorities, but their own managers are not spending the time they must spend on managerial leadership activities to set context for work, to clarify priorities, and to resolve conflicts in cross functional work. These are frustrations shared by organizations ranging from small enterprises to multinational corporations all over the world.
This is a problem for management consultants, as project initiatives risk failure because the managers who must implement change are not doing the managerial work necessary for this change to be successful.
- Participants will be able to identify organizational issues driven by ineffective managerial leadership
- Participants will be able to coach CEOs and executives on the importance of effective managers and why their managers may not be managing effectively.