Becoming a Manager: How New Managers Master the Challenges of Leadership - Linda A. Hill

Becoming a Manager: How New Managers Master the Challenges of Leadership - Linda A. Hill

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Short Description

Full bibliographic data for Becoming a Manager

Title

Becoming a Manager

Subtitle

How New Managers Master the Challenges of Leadership

Authors and contributors

By (author) Linda A. Hill

Physical properties

Format: Paperback
Number of pages: 448
Width: 155 mm
Height: 239 mm
Thickness: 35 mm
Weight: 674 g

Audience

College/higher education
General/trade

Language

English

ISBN

ISBN 13: 9781591391821
ISBN 10: 1591391822

Classifications

Dewey:658.409
Dewey:658.4
LCification:HF5384 \.H
Nielsen BookScan Product Class:T17.1
BISAC category code:BUS041000
BISAC category code:BUS046000

Edition

2, Revised

Edition statement

2nd Revised edition

Illustrations note

bibliography, index

Publisher

Harvard Business Review Press

Imprint name

Harvard Business Review Press

Publication date

01 June 2003

Publication City/Country

Boston, MA/US

Review quote

"Leadership When There Is No One to Ask: An Interview with ENT's Franco Bernabe" with S. Wetlaufer (July 1998)

Biographical note

Linda A. Hill is the Wallace Brett Donham Professor of Business Administration in the Organizational Behavior Area at the Harvard Business School. She is faculty chair, Leadership Initiative, and faculty chair, the Young Presidents' Organization Presidents' Seminar.

Main description

New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders.

Table of contents

Preface to the 2nd Edition Preface to the 1st Edition Introduction I. Learning What It Means to Be a Manager 1. Setting the Stage 2. Reconciling Expectations 3. Moving toward a Managerial Identity II. Developing Interpersonal Judgment 4. Exercising Authority 5. Managing Subordinates' Performance III. Confronting the Personal Side of Management 6. Gaining Self Knowledge 7. Coping with the Stresses and Emotions IV. Managing the Transition 8. Critical Resources for the First Year 9. Easing the Transformation V. Dispelling the Myths of Management 10. Exercising Influence Without Authority 11. Building an Effective Team 12. Learning for a Lifetime Epilogue: Creating Cultures of Leadership and Learning Selected Bibliography Index