A qualitative exploration of a manager's journey and their experiences whilst transitioning to different levels of management
Cardiff Metropolitan University
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This study is a qualitative exploration into the journey that managers undertake and the experiences they face. This research aims to explore the feelings of managers who have moved through management levels to get into their current role, today. Furthermore, this research aims to test the validity of Charan et al’s (2001) Leadership Pipeline Model and add value to this theory where possible. This study includes a literature review on the subjects of Leadership Management Development and the Leadership Pipeline Model, as well as a full research methodology analysis and justification. Primary research was conducted for this study at a large, multinational organisation in the Market Research Sector where 4 managers and 4 senior managers participated in semi-structured interviewed with the researcher. The results of these interviews were analysed using Grounded Theory and are discussed within this document. Using the trends that emerged from the primary research and the secondary research that was conducted in the literature review, the researcher found that Charan et al’s theory was supported by the views of the participants, however, this study uncovered aspects such as the choice of training and choice of competency measurement tools to be effective ways to compliment this theory.
BA (Hons) International Business Management
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