Leading and Developing High Performance

ability accept achieve action apply approach appropriate Assertion Attitudes become behaviour Beliefs better carried cause Challenge Chapter clear clearly competence concerned confidence consequences consistently continuous course creating culture deal decisions Delegation Dependency described Developing High Performance Diagnosing difficulties direction effective Enabling encourage example expectations experience experienced Explicitness Extrinsic feedback feel future give going happen High Challenge High Challenge-High High Support important improve individual initiative Intrinsic involved issue keep Leader Leader/Developer Leadership Leading learning less looking maintain managers matter means Motivation move necessary negative ofthe operating organisation particular performance issues perhaps person poor Positive praise present problem reasons recognition reinforcement relationship responsibility rewards sense situation skills someone sometimes stage step Strokes strong style success Support task team member things Transformational underlying understanding Values vision