How to Be the Line Manager You Never Had
Description
Great line managers are decisive, clear, inclusive, compassionate and fair, but there are too few of them around just when we need them most. They can make or break an organisation and energise or destroy the relationship it has with its employees. At the same time, companies invest too little effort in ensuring that line managers have the skills, personality, emotional intelligence, compassion and know-how to excel.
This book will help make sure that you'll shine at the most important and influential management jobs you will ever have. It offers practical but evidence-based guidance on becoming an excellent line manager in a world of work that is more diverse, more hybrid and remote, more precarious, more stressful, more digitised and more demanding.
Drawing on the author's own research and practical experience, together with best-practice case studies from contemporary organisations and interviews with innovators in the field, this book sets out a vision and a pathway for those who want to raise the standard of line management in modern organisations.
Reviews / Votes
"Line managers really are the sharp end of HR and good people management practices which are crucial to thriving and productive organisations. This book, based on solid evidence and practice, takes a holistic approach to how to support, develop, and engage line managers at all levels - more 'hugging' and less 'squeezing'." (Peter Cheese, Chief Executive, CIPD, UK)
"This is a really interesting book written in a way that is accessible to all managers aspiring to be their best. The final chapter 'How to be the line manager you never had' should be compulsory reading for every new manager." (Julian Barling, Distinguished University Professor & Borden Chair of Leadership, Smith School of Business, Queen's University, Canada)
"Too often we ask too much of our line managers, and those demands seem to be changing now faster than ever. This book does a great job though at cutting through the complexity and the noise and getting to the heart of why management matters and the role that we can all play in making it better. It's a great read and it couldn't be more timely, as good line management will be central to how we make work more productive, rewarding and supportive of our health and wellbeing." (Tony Wilson, Director of the Institute for Employment Studies, IES, UK)
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Persons
Zofia Bajorek is a Senior Research Fellow at IES, UK. Her main interests include the role of line managers and the development of the employment relationship, the management of the psychological contract, the temporary and flexible workforce, and the health and wellbeing of the workforce, including the promotion of good work practices.
Stephen Bevan has almost 40 years of experience in the field of HR research, with specialist expertise in workforce wellbeing, performance and productivity. At both IES and in his previous role at Director of Research at The Work Foundation, he has led a large number of projects for public and private sector organisations both in the UK and internationally and has advised governments on policy issues in several EU member states.
Cary L. Cooper is the 50th Professor of Organizational Psychology & Health at the University of Manchester, UK. He is the immediate past President of the CIPD, President of the Institute of Welfare, Founding President of the British Academy of Management, and former Chair of the Sunningdale Institute in the Cabinet Office/National School of Government. He also served as Chair of the Global Agenda Council on chronic diseases and mental health of the World Economic Forum and was the lead scientist on the UK Government's Foresight programme on Mental Capital and Wellbeing. He is also the co-author of Well-being, 2nd edition (Palgrave Macmillan, 2018).
Content
Chapter 1: Introduction.- Chapter 2: Why is line management important?.- Chapter 3: Line managers at the sharp end of HR delivery.- Chapter 4: Line Managers and Wellbeing at Work.- Chapter 5: Line manager wellbeing - Are they being squeezed too much?.- Chapter 6: Line Management in the Post-Pandemic Workplace.- Chapter 7: Line Management Pipeline.- Chapter 8 - Line Management 2040.- Chapter 9: How to be the line manager you never had.
