ABSTRACT
The previous chapters have identified through careful study the components of what it takes to be a good enough manager. The stories and narratives illustrate a fairly consistent repertoire of behaviors that focus on the role of managers as teachers and mentors who develop and maintain an open, sup portive, yet account able, relationship with their employees. These managers promote autonomy within welldefined and effectively communicated per formance expectations and provide clear and helpful feedback on perform ance. They are aware of what is happening within themselves and their employees and do not try to control or micromanage every aspect of a situ ation, but are ready to step in when necessary. They engender trust and respect through their actions and interactions. They are emotionally authen tic, tolerant of uncertainty, adaptive to change, and accepting of their own limitations and imperfections in the face of an everchanging and turbulent environment. They encourage creative thinking and learning from inevitable mistakes. They are perceived as fair and honest in their dealings with others and remain a touchstone for their employees, long after the formal reporting relationship ends. It is logical to ask, are these GEMs just special people who walk among us or can one aspire to and even become one of these valuable managers?
