On management, it's tough to find good info - some is trite leaderhip strategies. I tend to favor the order writings cause they've stood the test of time. I k

On management, it's tough to find good info - some is trite leaderhip strategies. I tend to favor the order writings cause they've stood the test of time. I keep this one saved and re-read it pretty regularly. http://philip.greenspun.com/ancient-history/managing-software-engineers http://philip.greenspun.com/ancient-history/managing-softwar... My team is remote, a couple of us been together 10 years and most of us at least 5 years. My managing style I picked up from my mgrs in the company. Pretty hands off. Stars are stars and don't need me meddling - so the general style - let them do their thing. As far as the average or underperforming employee, I view my job not as trying to "improve people". I need to empower people. As a leader you have some influence on your team, but I think that's a bit overblown. A person's performance is really a result of their mindset. Their IQ as well. That's important, but some people are just motivated for excellence, others not. I think the key is - understanding where you have opportunities to influence this in your team members' and when not. One thing I did notice - moving to a mgmt position. It is very temptimg the idea to just get rid of them. It's tough but easier then getting someone truly hopeless to make the necessary effort to improve.