Now this is not the end. It is not even the beginning of the end. But it is, perhaps, the end of the beginning.
Welcome to the end of the beginning.1 This chapter considers the tricky subject of managerial effectiveness. Trying to figure out what makes a manager effective, even just trying to assess whether a manager has been effective, is difficult enough. Believing that the answers are easy only makes the questions that much more difficult. Managers, and those who work with them, in selection, assessment, and development, have to face the complexities. Helping to do so is the purpose of this chapter.
Before I scare you away, let me add that I had a good time writing this chapter. Perhaps the complexity ...