Performance through measuring leader's profiles: An empirical study

Harri I. Kulmala, Lea Ahoniemi, Vesa Nissinen
<span title="">2009</span> <i title="Elsevier BV"> <a target="_blank" rel="noopener" href="" style="color: black;">International Journal of Production Economics</a> </i> &nbsp;
In the Finnish work life it is quite typical in the engineering and expertise companies, the oldest or the most experienced professionals to have traditionally been taken into the leaders' position. This is natural when organizations grow and the middle-management becomes necessary for some reasons. However, the expertise position in profession does not automatically mean the same person having good skills in leadership. This phenomenon is recognized both in earlier studies and in a research
more &raquo; ... gram carried out by authors since 2004. Anyhow, the skills in leadership can be taught successfully to leaders and managers in duty. High quality leadership coaching process can give new perspective and support as well to trainers in team leading tasks as to their personnel. The leadership skills can and should be measured in order to manage and improve them. The empirical results already report from polarized success of the organizations according to the leadership behavior.
<span class="external-identifiers"> <a target="_blank" rel="external noopener noreferrer" href="">doi:10.1016/j.ijpe.2009.06.013</a> <a target="_blank" rel="external noopener" href="">fatcat:4wcqydyxzfg4vd2e2kmf4wctea</a> </span>
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