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The sponsor effect how to be a better leader by investing in others

By: Material type: TextTextPublication details: Boston, Massachusetts Harvard Business Review Press, 2019Description: 190 p. : ill. ; 25 cmISBN:
  • 9781633695658
Subject(s): DDC classification:
  • 658.4092HEW
Summary: Who's delivering for you? Who has your back? Who's burnishing your brand and expanding what you can get done in this world? Sponsorship is a two-way alliance where a leader partners with junior talent to build their skills and advocate for their promotion--all while receiving stellar performance and loyalty in return. Many know the benefit of finding a sponsor: men and women with sponsors are much more likely to progress to the next rung in their careers than those without. But according to author Sylvia Ann Hewlett, being a sponsor is just as important to career growth as finding one. Senior executives who proactively sponsor others are 53 percent more likely to receive a promotion--and middle-level managers who have proteges are 60 percent more likely to receive a stretch assignment--than those who don't.-- Provided by publisher
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Item type Current library Call number Status Barcode
Book Book UONGOZI Institute Resources Centre - Dodoma Leadership 658.4092HEW (Browse shelf(Opens below)) Available URD000903

Includes bibliographical references and index

Who's delivering for you? Who has your back? Who's burnishing your brand and expanding what you can get done in this world? Sponsorship is a two-way alliance where a leader partners with junior talent to build their skills and advocate for their promotion--all while receiving stellar performance and loyalty in return. Many know the benefit of finding a sponsor: men and women with sponsors are much more likely to progress to the next rung in their careers than those without. But according to author Sylvia Ann Hewlett, being a sponsor is just as important to career growth as finding one. Senior executives who proactively sponsor others are 53 percent more likely to receive a promotion--and middle-level managers who have proteges are 60 percent more likely to receive a stretch assignment--than those who don't.-- Provided by publisher

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