Most people are promoted from specialist to manager during the course of their career because of their expertise. This brings some advantages, but the new field of activity is often underestimated. In addition, managers are often expected to continue doing some of their previous work. This leads to the manager prioritizing the familiar activities and neglecting the unknown management part.
It is therefore important that every new manager is trained in their new activities. This is where specialist literature can provide a decisive advantage and help to ensure employee satisfaction in the long term. After all, loyalty in the workplace often depends not on the company itself, but on the likability of the manager.