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Becoming a Manager: Mastery of a New Identity.

There are many management "how-to" articles, but little empirical research has been done on what may be the most difficult corporate transition: that from individual contributor to manager.

Linda A. Hill, an African-American associate professor of business administration at the Harvard Business School, has changed all that. She followed 19 financial services and computer industry sales-persons, during their first year as field sales managers. Her book, Becoming a Manager: Mastery of a New Identity, shows the personal growth each manager underwent as he or she learned not only their job but more about themselves as they created a new identity. One important observation: Hill points out that new managers often fail if they do not realize that management is as much a dependent position as one of authority.

New managers quickly understand that while their old identity required them to be independent, now as a manager they must become a team player and visionary--getting others to share their goals. The result: often a reluctant manager. It's easier to be the doer. Hill's message: Managers must learn to lead by influencing and persuading rather than by directing.
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Author:Randall, Iris
Publication:Black Enterprise
Article Type:Book Review
Date:Jun 1, 1992
Words:186
Previous Article:The Black Manager: Making It in the Corporate World.
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