This second edition is expanded to include fresh insights and practical tools for new and experienced managers. No book has captured the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic "Becoming a Manager". In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation-in essence, how they were able to take on new identities.Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers. In a new epilogue, she explores what organizations can do to help managers in their journey to lead and learn. (text cited from webcat.london.edu)

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