000			03119cam a2200313 i 4500
001			20773541
003			FBU
005			20200701135321.0
008			181102s2019 mau b 001 0 eng c
010			_a 2018046720
020			_a9781633696969 _q(hardcover)
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHD57.7 _b.H548 2019
082	0	0	_a658.4/092 _223 _bHOW 2019
100	1		_aHill, Linda A. _q(Linda Annette), _d1956- _eauthor.
245	1	0	_aBecoming a manager : _bhow new managers master the challenges of leadership / _cLinda A. Hill.
300			_axix, 420 pages ; _c24 cm
504			_aIncludes bibliographical references (pages 357-410) and index.
505	0		_aLearning what it means to be a manager -- Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- Developing interpersonal judgment -- Exercising authority -- Managing subordinates' performance -- Confronting the personal side of management -- Gaining self-knowledge -- Coping with the stresses and emotions -- Managing the transformation -- Critical resources for the first year -- Easing the transformation -- 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.
520			_aIn your career, or anyone's, there is one transition that stands out as the most crucial--going from individual performer to competent manager. New managers have to 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. Many fail to make the transition successfully. In this timeless, essential book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of the managers, their subordinates, and their superiors. We hear the 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 leadership. Hill shows that becoming a manager is a profound psychological adjustment--a true transformation--as well as a process of learning from experience. And she also offers concrete advice on dealing effectively with organizational politics, developing and leading diverse teams, and how managers can prepare themselves to lead over the course of their careers. No book has captured what it takes to make the crucial transition to leadership at work better than Becoming a Manager.--
650		0	_aLeadership.
650		0	_aExecutive ability.
650		0	_aSupervision of employees.
650		0	_aManagement.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cQ CH A
999			_c4810 _d4810