Many organisations have transformation programs to address issues related to becoming more efficient and competitive. Additionally, some have decided that the solutions to being successful rest with their frontline leaders and managers. These progressive organisations are challenging their leaders and managers by providing the support and resources they require, and then holding them accountable for their performance outcomes.
Since the operational frontline is the focus for the achievement of commercial outcomes as well as for effective service and product delivery, other organisational units need to support the frontline.
Written specifically for frontline operational leaders and managers, this text describes the environment and the new patterns of management in which frontline leaders must work, and prepares students for success in frontline leadership through skills development and an ‘improved awareness and self-confidence in the workplace’.
Tracing the emerging profile of frontline leadership, this book consists of 15 chapters divided into five parts:
Part A – The Changing Scene,
Part B – Achieving Best Results,
Part C – Leading Winning Teams,
Part D – High Performance Leaders, and
Part E – The Way Ahead.