Becoming a Manager: How New Managers Master the Challenges of LeadershipNew 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. |
Contents
Introduction | 1 |
Learning What It Means to Be a Manager | 9 |
Developing Interpersonal Judgment | 87 |
Confronting the Personal Side of Management | 147 |
Managing the Transformation | 193 |
Dispelling the Myths of Management | 261 |
and Learning | 319 |
Other editions - View all
Becoming a Manager: How New Managers Master the Challenges of Leadership Linda A. Hill Limited preview - 2003 |
Becoming a Manager: How New Managers Master the Challenges of Leadership Linda A. Hill Limited preview - 2019 |
Becoming a Manager: How New Managers Master the Challenges of Leadership Linda A. Hill No preview available - 2003 |
Common terms and phrases
agenda agerial agers asked autonomy becoming a manager behavior boss broker build career challenges Chapter coaching competencies conflict cope corporate Craig Weatherup credibility critical culture decisions delegation developmental discussion emotional emotional intelligence employee evaluating executives expectations experience expertise feedback feel felt formal authority functional going Harvard Business Review Harvard Business School human resource Human Resource Management individual contributor influence interpersonal Kotter leader leadership management development managerial role managers learned McCall ment mentor mistakes motivation opportunities organization organizational Organizational Behavior organizational culture peers performance performance appraisals position problems producer relationships rely responsibilities rience Roger Enrico Rosabeth Moss Kanter sales managers salespeople senior management skills strategy stresses stretch assignments style subordinates success superiors talent talk task team members technical things tion transition understand