Thomas Carpenter

Managers sometimes choose between transactional and transformational leadership styles. Transactional leaders focus more on performance and results; transformational leaders prefer to focus on shared values. Sometimes the values discussed in tranformational conversations touch on personal beliefs that one may feel are not relevant to the job. How can you express to your manager that you feel your performance should not be judged by how deeply you embrace stated values?

Most budgets are prepared for existing business operations. Their process is strongly dependent upon historical information on costs, revenues, and trends. What options are available to managers required to develop a budget for a new organization/division/project when there is no historical data to use as a model?