Becoming a Manager: How New Managers Master the Challenges of Leadership by Linda Hill
Student’s Name
Institutional Affiliation
Course Name
Professor’s Name
Date
Business Scholarship Book Report
Introduction
Hill, L. A. (2019). Becoming a manager: How new managers master the challenges of leadership. Harvard Business Review Press. My desire to become an effective manager and leader in a multinational corporation in the future, was the underlying reason why I chose this book. I realize that managers need to possess emotional intelligence, communication, problem solving, and analytical skills to help them navigate the challenging managerial environment. Moreover, my desire to establish a suitable managerial identity greatly influenced my choice of this book. I believe this book will enable me to expand my leadership knowledge as well as broaden my managerial perspective.
Summary of Book
In the book Becoming a manager: How new managers master the challenges of leadership, the author Linda A. Hill’s main point is that “becoming a manager demands that individuals engage in each of the three fundamental kinds of learning: learning something new, changing one’s mind, and changing oneself” (p. X). Learning what it means to become a manager is shaped by the personal experiences emanating from individual contributions as well as interaction with other members of the organization (Hill, 2019). According Hill, new managers dedicate their first year in management fine tuning their understanding of what being a manager entails through problem solving and managing team expectations. Managers had less understanding of the goal-setting and network building role which is central to management. New managers held an incomplete and simplistic view of their managerial roles. Hill opines that the managers were unaware of their function to supervise and coordinate the efforts of their subordinates but were majorly focused on task management. The majority of new managers concentrated on the rights and privileges associated with their new positions as opposed to their duties. The new managers expected their management role to only increase their efforts in achieving their former tasks but with more control, autonomy, and authority. However, junior employees viewed the role of managers to be the creation of a conducive environment as well as directing people and the overall organizational strategy. Similarly, clients viewed the manager as the person whose decision was final and they expected the new manager to solve difficult matters instantly.
