The author examines the potential possessed by both men and women in corporations to develop a newly-focused and people-sensitive management style. Discusses management skill dimensions, leadership qualities, flexibility, decision making, inner work standards, and performance stability. (CT)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

The author examines a team development approach to management that creates shared commitments to performance improvement by focusing the attention of managers on individual workers and their task accomplishments. It uses the "high-performance equation" to help managers confront shared beliefs and concerns about performance and develop realistic…

The author examines the shift from generalized management training to learning experiences specifically tailored for application on the job. He argues that acquisition of knowledge is not enough, if learners do not have the skills of application to follow through on what was learned. (SSH)