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

by Hill, Linda A. (Linda Annette), 1956-Looking glass.

Publisher: Boston, Mass. : Harvard Business School Press, 2003.Edition: Second edition.Description: xix, 420 pages : illustrations ; 24 cm.ISBN: 1591391822.Subject(s): ManagementLooking glass | Career changesLooking glass | LeadershipLooking glassNote: Includes bibliographical references (pages 387-410) and index.
Item type Home library Collection Class number Status Date due Barcode Item reservations
Long loan Central Saint Martins
Main collection
Printed books 658.4092 HIL (Browse shelf (Opens below)) Available 54085454
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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 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.

Includes bibliographical references (pages 387-410) and index.

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)

Author notes provided by Syndetics

Linda A. Hill is the Wallace Brett Bonham Professor of Business Administration and faculty chair of the Leadership Initiative at Harvard Business School.

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