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
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited