Performing at work goes well beyond the piece of paper we refer to as a job description.
Results from the Leadership Pulse study conducted by the Ross School of Business indicate that by spending more time on “non-core job roles,” organizations might see higher levels of overall performance. This is especially true within those companies that have fewer than 500 employees. Respondents included 378 senior executives, managers, and leaders, who were assessed on five performance-based roles. These roles have been found to be critical for understanding overall, individual, and company performance and include:
• Job: reflects the basic core job one is hired to perform and is often well described in the typical ...
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