Self-evidently effective: Empowering employees towards peak performance

Abstract

Purpose

While the real impact of the Trump administration’s time in in power won’t be definitively described until long after he finally closes the door on the White House, there will already be inklings as to how people think the President performed in the role. These inklings will, of course, be uniformly split down party lines. However, each partisan grouping will have their own perceptions of how Trump performed. For Republicans, they may well on the whole agree that he did indeed “make America great again,” and to a greater or lesser degree think he was a good President; the Democrats will also have spectrum of opinion, but based around just how badly he performed.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

While the real impact of the Trump administration’s time in in power won’t be definitively described until long after he finally closes the door on the White House, there will already be inklings as to how people think the President performed in the role. These inklings will, of course, be uniformly split down party lines. However, each partisan grouping will have their own perceptions of how Trump performed. For Republicans, they may well on the whole agree that he did indeed “make America great again,” and to a greater or lesser degree think he was a good President; the Democrats will also have spectrum of opinion, but based around just how badly he performed.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2021), "Self-evidently effective: Empowering employees towards peak performance", Development and Learning in Organizations, Vol. 35 No. 2, pp. 34-36. https://doi.org/10.1108/DLO-04-2020-0070