Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Advances in Developing Human Resources
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Wilson, L. S.
Right arrow Articles by Edwards, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Other

High-Performance Leadership at the Individual Level

Lynda S. Wilson

Mary Allyn Boudreaux

Mertis Edwards

The Problem and the Solution. Employees are the foundation of any organization, so effective leaders must have the competencies to lead them to high performance This chapter describes two competency domains, employee performance and employee potential, and nine competency groups that leaders must master to achieve high performance in an organization These competencies address Rummler and Brache's (1995) job/performer level of performance

Advances in Developing Human Resources, Vol. 2, No. 2, 73-103 (2000)
DOI: 10.1177/152342230000200205
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?