Becoming a manager : how new managers master the challenges of leadership

Includes bibliographical references (p. 387-410) and index.

I. Learning what it means to be a manager. Setting the stage -- Reconciling expectations -- Moving toward a managerial identity -- II. Developing interpersonal judgment. Exercising authority -- Managing subordinates' performance -- III. Confronting the personal side of management. Gaining self-knowledge -- Coping with the stresses and emotions -- IV. Managing the transformation. Critical resources for the first year -- Easing the transformation -- V. Dispelling the myths of management. Exercising influence without formal authority -- Building an effective team -- Learning for a lifetime -- Epilogue: Creating a culture of leadership and learning.