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Becoming a Manager
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Table of Contents

Preface to the 2nd Edition Preface to the 1st Edition 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 III. Confronting the Personal Side of Management 6. Gaining Self Knowledge 7. Coping with the Stresses and Emotions IV. Managing the Transition 8. Critical Resources for the First Year 9. Easing the Transformation V. Dispelling the Myths of Management 10. Exercising Influence Without Authority 11. Building an Effective Team 12. Learning for a Lifetime Epilogue: Creating Cultures of Leadership and Learning Selected Bibliography Index

About the Author

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.

Reviews

"Leadership When There Is No One to Ask: An Interview with ENT's Franco Bernabe" with S. Wetlaufer (July 1998)

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