Titlebook: Redemptive Leadership; Offering Second Chan Joseph J. Bucci Book 2016 The Editor(s) (if applicable) and The Author(s) 2016 Leadership.Manag

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Eyes Wide Open, many employees who were rehired after being terminated for cause. In this first finding, there was a period of self-reflection: where did they fail? It was not necessarily just the employee who failed; it may have been the manager as well in some aspect of supervision. There was fact checking: what

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Moved with Compassion; Acting with Fairness,stated workers in terms of encouragement and a compassionate sympathy for the workers, as they themselves had seen or been offered second chances. The managers’ expressions of support were balanced with a careful monitoring of the reinstatement process to assure that this was done with equity and wi

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, All Over Again,iderations involved in the reinstatements and their responsibilities as agents of their firms against their own compassion and empathy for these terminated workers. In the midst of balancing the demands of their business and the daily responsibilities and deadlines faced by all managers, these manag

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So How Does Someone Become a Redemptive Manager?,vely on behalf of their workers. There is an inspirational quality to these successful redemption stories. But it takes managers with empathy and courage to do this in the lives of those seemingly troubled and irresponsible employees who work for them. Managers and organizations must realize that al

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A Case Study of Redemptive Managerial Behaviors @ Work, as an employment strategy was demonstrated by the reinstatement of previously employed workers who were terminated for cause, yet given a second-chance opportunity. This organization was found to have a strategy in place actively offering redemptive opportunities for terminated employees to be rest