Becoming a Manager

How New Managers Master the Challenges of Leadership

Business & Finance, Management & Leadership, Leadership, Management, Human Resources & Personnel Management
Cover of the book Becoming a Manager by Linda A. Hill, Harvard Business Review Press
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
Author: Linda A. Hill ISBN: 9781422131084
Publisher: Harvard Business Review Press Publication: April 25, 2003
Imprint: Harvard Business Review Press Language: English
Author: Linda A. Hill
ISBN: 9781422131084
Publisher: Harvard Business Review Press
Publication: April 25, 2003
Imprint: Harvard Business Review Press
Language: English

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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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.

More books from Harvard Business Review Press

Cover of the book Presentations (HBR 20-Minute Manager Series) by Linda A. Hill
Cover of the book Financial Intelligence, Revised Edition by Linda A. Hill
Cover of the book Decide and Deliver by Linda A. Hill
Cover of the book Hiring and Keeping the Best People by Linda A. Hill
Cover of the book Managing With Power by Linda A. Hill
Cover of the book HBR Guide to Managing Up and Across (HBR Guide Series) by Linda A. Hill
Cover of the book Finance for Managers by Linda A. Hill
Cover of the book Forget a Mentor, Find a Sponsor by Linda A. Hill
Cover of the book Passion and Purpose by Linda A. Hill
Cover of the book HBR's 10 Must Reads on Leadership Lessons from Sports (featuring interviews with Sir Alex Ferguson, Kareem Abdul-Jabbar, Andre Agassi) by Linda A. Hill
Cover of the book X-Teams by Linda A. Hill
Cover of the book The End of Competitive Advantage by Linda A. Hill
Cover of the book Managing Your Boss by Linda A. Hill
Cover of the book Sidetracked by Linda A. Hill
Cover of the book Enterprise Architecture As Strategy by Linda A. Hill
We use our own "cookies" and third party cookies to improve services and to see statistical information. By using this website, you agree to our Privacy Policy