New managers matter.
They’re on the front lines with your workforce, your customers, your competitors, your markets. They have tremendous potential. And some of them will become your organization’s future executives. In tapping these employees for the managerial ranks, your organization is recognizing this.
But while you’ll be relying on your new managers to take care of the management basics—assigning workloads, supervising others, approving vacation requests, managing budgets, conducting performance reviews—there is another role that they can, and should, also step into: the role of leader.
New manager as new leader? Yes.
Read the paper, co-authored with Rob McKinney and Ellen Bailey, and published by Harvard Business Publishing.