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Can managers really be trained as leaders? Evaluating development through transformational leadership and communication

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 4 August 2020

Issue publication date: 29 March 2021

Abstract

Purpose

There is a curious phrase that is becoming more popular both in corporate and sporting contexts to describe enthusing people to work or perform a difficult task for you: “run through brick walls”. It is an effective idiom as it has a great visual quality, and also contains a nod to other phrases such as “hitting a brick wall” where there is a seemingly insurmountable barrier. If you are the leader of a department or firm, or the captain of a football team, it would be a great advantage to have such an influence on your team that they would got to virtually any length to overcome obstacles for the benefit of you and the rest of the team.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

There is a curious phrase that is becoming more popular both in corporate and sporting contexts to describe enthusing people to work or perform a difficult task for you: “run through brick walls”. It is an effective idiom as it has a great visual quality, and also contains a nod to other phrases such as “hitting a brick wall” where there is a seemingly insurmountable barrier. If you are the leader of a department or firm, or the captain of a football team, it would be a great advantage to have such an influence on your team that they would got to virtually any length to overcome obstacles for the benefit of you and the rest of the team.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Keywords

Citation

(2021), "Can managers really be trained as leaders? Evaluating development through transformational leadership and communication", Development and Learning in Organizations, Vol. 35 No. 3, pp. 31-33. https://doi.org/10.1108/DLO-07-2020-0146

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited