Becoming a Manager: How New Managers Master the Challenges of Leadership

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Becoming a Manager: How New Managers Master the Challenges of Leadership (eBook - Second Edition) Pub. Date: 4/25/2003 Publisher: Harvard Business Review Press
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Becoming a Manager: How New Managers Master the Challenges of Leadership (Second Edition) Pub. Date: 6/1/2003 Publisher: Harvard Business Review Press

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Becoming a Manager: How New Managers Master the Challenges of Leadership (Older Edition) Pub. Date: 5/28/1993 Publisher: Penguin Group (USA) Incorporated
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Becoming a Manager : Mastery of a New Identity Pub. Date: 1/28/1992 Publisher: Harvard Business Review Press

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Becoming a Manager: How New Managers Master the Challenges of Leadership (Library Binding) Pub. Date: 6/28/2003 Publisher: San Val

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Overview

Second Edition, Expanded to Include Fresh Insights and Practical Tools For New and Experienced Managers

No book has captured the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic Becoming a Manager. In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation-in essence, how they were able to take on new identities. Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers. In a new epilogue, she explores what organizations can do to help managers in their journey to lead and learn.

About the Author:

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

Hill, an associate professor of organizational development at the Harvard Business School, traces the experiences of 19 new managers over the course of their first year in a managerial capacity. She reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors.

Editorial Reviews

Library Journal

Hill vividly documents the experiences of 19 first-year managers. Initially, these managers focused on formal authority and setting business performance agendas while ignoring the responsibilities of accomplishing things through others and network building. ``They were genuinely surprised, though, by the discontinuity between the producer and manager roles and between their expectations and the realities of management.'' Hill clearly explains the interpersonal problems of dealing with employee diversity and evaluating the performance of others along with the stressful and emotional side of making the transformation to management. She also addresses how new managers can learn from their experiences and the implications for those responsible for management development. Unlike Joseph and Susan Berk's Managing Effectively ( LJ 6/1/91), which examines what first-time managers should know, Hill discusses the actual transformation of individual performers into effective new managers. Strongly recommended for all types of business collections.-- Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn.

Product Details

ISBN-13: 9781591391821
Publisher: Harvard Business Review Press
Publication date: 6/1/2003
Edition description: Second Edition
Edition number: 2
Pages: 448
Sales rank: 104,325
Product dimensions: 6.13 (w) x 9.26 (h) x 1.21 (d)

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

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