Becoming the Evidence-Based Manager
Book

Becoming the Evidence-Based Manager

Making the Science of Management Work for You

Gary P. Latham
Nicholas Brealey Publishing, 2011

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Editorial Rating

8

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  • Applicable

Recommendation

Leadership by instinct might work in some cases with naturally charming, supportive managers. However, techniques that work for such intuitive executives won’t necessarily work for everyone else. In contrast, “evidence-based management” uses scientifically proven methods all managers can employ to help staff members reach their highest potential. At least that’s the premise organizational psychologist Gary P. Latham puts forth in this extremely well-thought-out, superbly organized management methodology for hiring, training, motivating and evaluating employees. While his evidence-based processes are all sound managerial tactics, you’ll see a strong resemblance to anecdotal approaches – only with better backing. getAbstract recommends this readable, practical handbook to anyone who manages other people.

Summary

Art Versus Science

A common misconception holds that good leadership skills are innate. Not so. Managing people is difficult, and instinct and experience do not provide all the answers. Unfortunately, many experts concentrate their advice on the art of management, offering counsel that doesn’t translate easily from one situation to another. However, the science of management, called “evidence-based management,” provides a set of skills you can learn, master and use across a variety of circumstances. Extensive research proves that these universal methods for hiring, coaching, motivating and evaluating employees deliver outstanding results. Scientifically, that means you can rely on the following six tested, evidence-based management lessons for lining up the right people, fulfilling your strategy, training, motivating, building workforce resiliency and coaching:

1. “Use the Right Tools to Hire High-Performing Employees”

Without people who can perform superbly in a variety of situations in spite of daily difficulties and chaos, even well-crafted strategies will fail. Finding the best person for each job is not easy. Most interviewers conduct unstructured conversations...

About the Author

Gary P. Latham is a professor of organizational effectiveness at the University of Toronto, an award-winning researcher and an organizational consultant.

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