Jean McAtavey, Priva Fischweicher, Jovana Markovic, Levern O’Neal
(Barry University, Miami Shores, FL 33161, USA)

 

Abstract: The purpose of this paper is to introduce a model for managers that will help them to become more successful in developing new employees. Leaders need to create a climate of openness where problems are shared, not hidden. They need to invest time in the beginning of the relationship getting to know their employee which will help to decrease defensives and anxiety related to feedback. It is suggested that when leaders are able to understand an employee’s point-of- view, engage in dialogue, in an atmosphere of openness than the employee will have a successful beginning to their new job. The authors argue that the process of communicating feedback should not occur after a performance issue had been noted, rather this communication process that sets the stage for feedback, should occur at the moment the employee starts working for the supervisor. A five step model is introduced to ensure that effective communication exists at the start of a working relationship between leader and supervisor.

 

Key words: developing new employees; dialogue; leaders; feedback; MBTI; climate of openness

JEL code: Z