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How leaders kill meaning at work

How leaders kill meaning at work

Four big mistakes to be avoided by leaders who don’t want to inadvertently kill the motivation of their subordinates.

Author(s): Teresa Amabile, Steven Kramer

Publisher: McKinsey Quarterly

Date of publication: 2012

Read this article on the publisher's website [McKinsey Quarterly]

Synopsis

This article is one of the sources used in Manageris’ synopses:

Stimulate job satisfaction

Stimulate job satisfaction

A recent study shows that energy at work primarily feeds on the conviction that we can progress effectively. How can we use this lever to optimize resources by reinforcing staff work satisfaction?
212a – Synthèse (8 p.) Motivation
Foster your staff’s self-fulfillment

Foster your staff’s self-fulfillment

In theory, work represents a major opportunity for personal fulfillment—but the reality is often less gratifying. How can the line manager contribute to helping to rekindle this fulfilling dimension of work?
286a – Synthèse (8 p.) Motivation