000			01755nam a2200277 i 4500
003			OSt
005			20211118155528.0
008			210221t20192019mauad gr 001 0 eng d
020			_a9781633695658 _cRM130.50 _qhardback
040			_aPPAK _beng _cPPAK _erda
082	0	4	_223 _a658.4092
090	0	0	_a658.4092 _bHEW _dG
100	1		_aHewlett, Sylvia Ann, _d1946- _eauthor.
245	1	0	_aTHE SPONSOR EFFECT : _bHOW TO BE A BETTER LEADER BY INVESTING IN OTHERS / _cSYLVIA ANN HEWLETT
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c2019
264		4	_c©2019
300			_a191 pages : _billustrations, charts ; _c24 cm.
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references and index.
520			_a"Who's delivering for you? Who has your back? Who's burnishing your brand and expanding what you can get done in this world? Sponsorship is a two-way alliance where a leader partners with junior talent to build their skills and advocate for their promotion--all while receiving stellar performance and loyalty in return. Many know the benefit of finding a sponsor: men and women with sponsors are much more likely to progress to the next rung in their careers than those without. But according to author Sylvia Ann Hewlett, being a sponsor is just as important to career growth as finding one. Senior executives who proactively sponsor others are 53 percent more likely to receive a promotion--and middle-level managers who have protégés are 60 percent more likely to receive a stretch assignment--than those who don't"--Provided by publisher.
650	1	0	_aMentoring (work) Leadership.
650	2	0	_aLeadership.
942			_2ddc _cB
999			_c182174 _d182174