Abstract
When Rob took over a team dispersed across the region, his management style of regular face-to-face interactions to provide a constant flow of feedback , recognition, and appreciation was challenged by distance and separation. Telephoning people sometimes worked, but of course they weren’t always available—and he worried about catching them at a bad time for what he considered important messages . So, he reluctantly resorted to email on occasion.
Showing a genuine interest and care for others is the starting point for great leadership.
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Notes
- 1.
Baker, T.B. & Warren, A. (2015). Conversations at work: Promoting a culture of conversation in the changing workplace. London: Palgrave Macmillan.
- 2.
Goffee, R. & Jones, G. (2006). Why should anyone be led by you? Boston: Harvard Business School Press.
- 3.
Goleman, D. (2006). Social intelligence: The new science of human relationships. London: Hutchinson.
- 4.
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Baker, T. (2019). Conversation 4: The Encouraging Conversation. In: Bringing the Human Being Back to Work. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-93172-2_13
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DOI: https://doi.org/10.1007/978-3-319-93172-2_13
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