Syndetics cover image
Image from Syndetics

Becoming a manager : how new managers master the challenges of leadership / Linda A. Hill.

By: Language: English Publisher: Boston, Mass. Harvard Business School Press, 2003Edition: 2 upplDescription: xix, 420 sISBN:
  • 1591391822
  • 9781591391821
Subject(s): DDC classification:
  • 658.4/09 21
Other classification:
  • Qba\2 kssb/8
  • Qbaa\2 kssb/8
  • Qbab
Online resources:
Contents:
I. Learning what it means to be a manager. Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- II. Developing interpersonal judgment. Exercising authority -- Managing subordinates' performance -- III. Confronting the personal side of management. Gaining self-knowledge -- Coping with the stresses and emotions -- IV. Managing the transformation. Critical resources for the first year -- Easing the transformation -- V. Dispelling the myths of management. Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.
Holdings
Cover image Item type Current library Home library Collection Shelving location Call number Materials specified Vol info URL Copy number Status Notes Date due Barcode Item holds Item hold queue priority Course reserves
Book Biblioteket HKR Biblioteket 658.409 Hill Available 11156000162127
Total holds: 0

Enhanced descriptions from Syndetics:

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 howthey 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 amanager 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.

I. Learning what it means to be a manager. Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- II. Developing interpersonal judgment. Exercising authority -- Managing subordinates' performance -- III. Confronting the personal side of management. Gaining self-knowledge -- Coping with the stresses and emotions -- IV. Managing the transformation. Critical resources for the first year -- Easing the transformation -- V. Dispelling the myths of management. Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.

Table of contents provided by Syndetics

  • Preface to the Second Edition(p. ix)
  • Preface(p. xvii)
  • Introduction(p. 1)
  • I Learning What It Means to Be a Manager(p. 9)
  • 1 Setting the Stage(p. 13)
  • 2 Reconciling Expectations(p. 47)
  • 3 Moving Toward a Managerial Identity(p. 71)
  • II Developing Interpersonal Judgment(p. 87)
  • 4 Exercising Authority(p. 91)
  • 5 Managing Subordinates' Performance(p. 115)
  • III Confronting the Personal Side of Management(p. 147)
  • 6 Gaining Self-Knowledge(p. 149)
  • 7 Coping with the Stresses and Emotions(p. 175)
  • IV Managing the Transformation(p. 193)
  • 8 Critical Resources for the First Year(p. 195)
  • 9 Easing the Transformation(p. 229)
  • V Dispelling the Myths of Management(p. 261)
  • 10 Exercising Influence Without Formal Authority(p. 271)
  • 11 Building an Effective Team(p. 283)
  • 12 Learning for a Lifetime(p. 303)
  • Epilogue: Creating a Culture of Leadership and Learning(p. 319)
  • Appendix(p. 337)
  • Notes(p. 357)
  • Selected Bibliography(p. 387)
  • Index(p. 411)
  • About the Author(p. 419)