Linda A. Hill - Becoming a Manager: Mastery of a New Identity
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Traces the experiences of 19 new managers over the course of their first year in a managerial capacity and analyzes their expectations, their subordinates and their superiors. The new managers also describe how they reframed their understanding of their roles and responsibilities.
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1992 by the President and Fellows of Harvard College
All rights reserved. Printed in the United States of America
99 98 9 8
Library of Congress Cataloging-in-Publication Data
Hill, Linda A. (Linda Annette), 1956 Becoming a manager: mastery of a new identity / Linda A. Hill. p. cm. Includes bibliographical references and index. ISBN 0-87584-302-6 (acid free paper): 1. Career changes. 2. Management. 1. Title. HF5384.H55 1992 91-40612 658.4'09-dc20 CIP
The recycled paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Page v
To my parents, Clifford and Lillian Hill, who encouraged me to be inquisitive and to have an optimistic outlook on life.
Page vii
CONTENTS
Preface
ix
Introduction
1
I Learning What It Means to Be a Manager
11
1 Setting the Stage
15
2 Reconciling Expectations
51
3 Moving toward a Managerial Identity
77
II Developing Interpersonal Judgment
93
4 Exercising Authority
97
5 Managing Subordinates' Performance
123
III Confronting the Personal Side of Management
155
6 Gaining Self-Knowledge
159
7 Coping with the Stresses and Emotions
187
IV Managing the Transformation
207
8 Critical Resources for the First Year
209
9 Easing the Transformation
245
Selected Bibliography
283
Appendix
305
Index
325
Page ix
PREFACE
The goal in this book is to provide a forum for new managers to speak for themselves as they learn the art of management. Although we know much about what effective and successful managers are like, we know little about how they become that way. Here the odyssey of nineteen new managers during their first year on the job is recounted. Their experiences and observations are instructive, for they give us a rich and textured understanding of the challenges in becoming a manager.
This book is intended for individuals who are considering a managerial career, new managers, those responsible for developing new managersline managers and human resource managersand fellow academics and researchers interested in managerial behavior and development. Because this book is designed to appeal to a wide audience, it includes very little technical detail. Those interested in the theoretical underpinnings are en-
Page x
couraged to consult the notes and bibliography. The Appendix includes a description of the research methodology.
The fieldwork for this project was done from 1985 to 1988; analysis of the data and writing spanned an additional three years. A great many people made important contributions along the way. For reasons of confidentiality I cannot thank by name the individuals and companies who participated in this research. I am especially indebted to the managers and their colleagues who gave generously of their time and took me into their confidence. This book is literally theirs, for it tells their stories. My hope is that I have done justice to their collective insights and presented their words as they intended them to be heard. My appreciation also goes to the organizations that employed these managers. They provided access to personnel and confidential information. They supported the project and asked for no feedback or other return.
The individuals who are most familiar with this research and have seen it through from inception to completion are John Gabarro, John Kotter, and Jay Lorsch, colleagues at the Harvard Business School. I am deeply grateful to them. I have benefited from the thoughtful guidance and support of others at the school as well. Samuel Hayes and Benjamin Shapiro assisted me in selecting and gaining access to research sites. Numerous associates reviewed the endless drafts of the manuscript and continually challenged me to refine the analysis and description of my findings. In particular, I thank Anne Donnellon, Robert Eccles, Richard Hackman, Morgan McCall, and Richard Walton. I also express my gratitude to Dean John McArthur and the directors of the Division of Research for offering me the time and resources to complete this work.
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