A supervisor's two most important functions are to develop and motivate their employees. This page provides a number of resources that can help supervisors create an environment in which every employee wants to do his/her best.
GovernmentExecutive.com outlines some of the creative employee recognition strategies that Federal managers have used with great success.
Government Leader Magazine, metrics will really only influence employee behavior if supervisors are also doing all those other things leaders are supposed to do, such as establish a clear purpose, develop their people, provide recognition for great performance, and obtain adequate resources. At the end of the day, goals are unlikely to be met if employees don't have the tools, knowledge and skills they need to do the work.
Action Plan to Achieve Breakthrough Improvement in Employee Productivity and Leadership Effectiveness.
Great Motivation Secrets of Great Leadersprovides an excellent overview of the leadership behaviors that contribute to employee motivation. Includes some excellent leadership stories and summarizes the framework covered in the book.
First, Break All the Rules, "employee engagement" goes to the heart of what differentiates great organizations from the mediocre. The Gallup Organization has graciously allowed GovLeader.org to post several articles from the Gallup Management Journal.
Ivey Business Journal. They describe how supervisors' low expectations can actually drive the performance of their subordinates to lower levels. The article is based on the authors' recent book The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to Fail. For a very content-rich online archive of articles on leadership and management, see the Ivey Business Journal's web site.
In chapter 1 of A Company of Leaders: Five Disciplines for Unleashing the Power of Your Workforce, Robert Quinn and Gretchen Spreitzer discuss several highly successful organizations where employees at all levels act like leaders. The key to the success of those organizations, they assert, is that managers have created the conditions where self-empowerment can flourish. As he does in his books Deep Change and Building the Bridge as you Walk on It, Quinn argues that leaders must change themselves in order to change their organizations. The authors also discuss how the term "empowerment" became overused in the 1990s (and thus dismissed by many as a fad) and describe some of the obstacles to empowerment.
FastCompany provides several case studies about managers who inspired their employees to do great things despite the lack of financial rewards. They did it by showing day in and day out that they care about their employees. Includes a number of very inspirational stories.
Leadership Review, provides a useful framework to help managers delegate more effectively. The EPIC Model of Delegation provides a graduated approach to delegation (and empowerment) that addresses the fact that both "delegators" and "delegatees" may be very uncomfortable with delegation until there is a strong level of trust between the supervisor and subordinate.
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