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Becoming the boss.

Linda A Hill1

  • 1Harvard Business School, Boston, USA.

Harvard Business Review
|February 9, 2007
PubMed
Summary
This summary is machine-generated.

Becoming a first-time manager is a challenging leadership transition. New managers often succeed by recognizing and overcoming common misconceptions about their role and relationships.

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Area of Science:

  • Management Science
  • Organizational Behavior
  • Leadership Studies

Background:

  • The transition to a first-time manager is a critical career juncture.
  • This foundational leadership step involves significant learning and self-development.
  • Organizational changes like leaner structures intensify the challenges for new managers.

Purpose of the Study:

  • To examine the common misconceptions new managers hold.
  • To understand the impact of these misconceptions on leadership transition success.
  • To identify factors that facilitate a smoother transition into management.

Main Methods:

  • Longitudinal study of individuals transitioning into management roles.
  • Qualitative analysis of new managers' experiences and perceptions.

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  • Focus on "star performers" making the shift to leadership.

    • Main Results:

    • New managers often overestimate their authority and underestimate the complexity of interpersonal relationships.
    • A key misconception is viewing the role as solely operational, neglecting strategic change initiation.
    • Seeking help from superiors, despite initial reluctance, is often met with unexpected tolerance and support.

    Conclusions:

    • Acknowledging and addressing misconceptions about the managerial role is crucial for success.
    • Effective leadership transition requires understanding the relational and strategic aspects of management.
    • Proactive engagement with superiors and a willingness to seek help are vital for new managers.