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.
關於作者：
Linda A. Hill is the Wallace Brett Donham Professor of
Business Administration in the Organizational Behavior Area at the
Harvard Business School. She is faculty chair, Leadership
Initiative, and faculty chair, the Young Presidents'' Organization
Presidents'' Seminar.
目錄：
Preface to the Second Edition
Preface
Introduction
I Learning What It Means to Be a Manager
1 Setting the Stage
2 Reconciling Expectations
3 Moving Toward a Managerial Identity
II Developing Interpersonal Judgment
4 Exercising Authority
5 Managing Subordinates'' Performance
IIl Confronting the Personal Side of Management
6 Gaining Self-Knowledge
7 Coping with the Stresses and Emotions
IV Managing the Transformation
8 Critical Resources for the First Year
9 Easing the Transformation
V Dispelling the Myths of Management
10 Exercising Influence Without Formal Authority
11 Building an Effective Team
12 Learning for a Lifetime
Epilogue: Creating a Culture of Leadership
and Learning
Appendix
Notes
Selected Bibliography
Index
About the Author
……
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