000			01891pab a2200217 454500
008			140923b0 xxu||||| |||| 00| 0 eng d
040			_cWelingkar Institute of Management Development & Research, Mumbai _aWelingkar Institute of Management Development & Research, Mumbai
041			_aENG
082			_a _bHil
100			_aHill Linda A
245			_aAre You a Good Boss or a Great One?
250			_a1
260			_a _bJan-Feb 2011 _c0
300			_a113-119 Pp.
490			_v6
520			_aPrivate moments of doubt and fear come even to managers who have spent years on the job. Any number of events can trigger them: an initiative going poorly, a lukewarm performance review, a daunting new assignment. HBS professor Hill and executive Lineback have long studied the question of how managers grow and advance. Their experience brings them to a simple but troubling observation: Most bosses reach a certain level of proficiency and stay there--short of what they could and should be. Why? Because they stop working on themselves. The authors offer what they call the three imperatives for managers who seek to avoid this stagnation. First, manage yourself--who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you must influence. Second, manage your network. Effective managers know that they cannot avoid conflict and competition among organizational groups; they build and nurture ongoing relationships. Third, manage your team. Team members need to know what's required of them collectively and individually and what the team's values, norms, and standards are. The authors include a useful assessment tool to help readers get started. INSET: Idea in Brief.
650			_aLeadership
650			_aHR
856			_uhttp://192.168.6.13/libsuite/mm_files/Articles/AR11858.pdf
906			_a39620
999			_c31634 _d31634