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Abstract
Harvard Business School Professor Linda Hill explains the transition in psychology undergone by newly minted managers. Beyond the change in functions, new managers are forced to adopt a new identity and alter how they measure success in their new role. This interview also highlights Professor Hill''s views on career development, coaching, and mentoring, and their effects on emerging managers.
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Abstract
Harvard Business School Professor Linda Hill explains the transition in psychology undergone by newly minted managers. Beyond the change in functions, new managers are forced to adopt a new identity and alter how they measure success in their new role. This interview also highlights Professor Hill''s views on career development, coaching, and mentoring, and their effects on emerging managers.