Be a Great Boss: The Hill Collection (4 Items)

Be a Great Boss: The Hill Collection (4 Items)

by Linda A. Hill, Kent Lineback
Released August 2014
Publisher(s): Harvard Business Review Press
ISBN: 9781625277824

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Book description

This digital collection, curated by Harvard Business Review, offers seminal ideas by leadership expert and Harvard Business School professor Linda A. Hill. It includes three of her most popular books—Becoming a Manager, Being the Boss (coauthor), and Collective Genius (coauthor)—as well as the influential 2011 Harvard Business Review article, “Are You a Good Boss—or a Great One?,” which Hill coauthored with Kent Lineback.

Hill is an in-demand teacher and mentor to professionals worldwide on the topics of managing change, cross-organizational relationships, global strategy, innovation, talent management, and leadership development. This collection offers the best reading on how to be an effective leader and a better boss—resulting in enhanced personal and professional success and a better-performing organization. All four works included in the set are influential in the field of leadership and have been embraced by practitioners everywhere, who use Hill’s advice to become better at what they do.

Linda A. Hill is Professor of Business Administration at Harvard Business School and the faculty chair of its Leadership Initiative. She has chaired numerous executive education programs at the school. Hill serves on numerous boards of directors, boards of trustees, and advisory boards, and her work and ideas are featured regularly in international media.

Table of contents

  1. Contents
  2. Collective Genius (1/3)
  3. Collective Genius (2/3)
  4. Collective Genius (3/3)
    1. Contents
    2. Acknowledgments
    3. Introduction (1/2)
    4. Introduction (2/2)
    5. Chapter 1: What Collective Genius Looks Like (1/4)
    6. Chapter 1: What Collective Genius Looks Like (2/4)
    7. Chapter 1: What Collective Genius Looks Like (3/4)
    8. Chapter 1: What Collective Genius Looks Like (4/4)
    9. Chapter 2: Why Collective Genius Needs Leadership (1/4)
    10. Chapter 2: Why Collective Genius Needs Leadership (2/4)
    11. Chapter 2: Why Collective Genius Needs Leadership (3/4)
    12. Chapter 2: Why Collective Genius Needs Leadership (4/4)
    13. Chapter 3: Recasting the Role of the Leader (1/5)
    14. Chapter 3: Recasting the Role of the Leader (2/5)
    15. Chapter 3: Recasting the Role of the Leader (3/5)
    16. Chapter 3: Recasting the Role of the Leader (4/5)
    17. Chapter 3: Recasting the Role of the Leader (5/5)
    18. Part 1: Leaders Create the Willingnes to Innovate
      1. Chapter 4: Creating a Community (1/5)
      2. Chapter 4: Creating a Community (2/5)
      3. Chapter 4: Creating a Community (3/5)
      4. Chapter 4: Creating a Community (4/5)
      5. Chapter 4: Creating a Community (5/5)
      6. Chapter 5: Beyond Purpose (1/5)
      7. Chapter 5: Beyond Purpose (2/5)
      8. Chapter 5: Beyond Purpose (3/5)
      9. Chapter 5: Beyond Purpose (4/5)
      10. Chapter 5: Beyond Purpose (5/5)
    19. Part 2: Leaders Create the Ability to Innovate
      1. Chapter 6: Creative Abrasion (1/6)
      2. Chapter 6: Creative Abrasion (2/6)
      3. Chapter 6: Creative Abrasion (3/6)
      4. Chapter 6: Creative Abrasion (4/6)
      5. Chapter 6: Creative Abrasion (5/6)
      6. Chapter 6: Creative Abrasion (6/6)
      7. Chapter 7: Creative Agility (1/5)
      8. Chapter 7: Creative Agility (2/5)
      9. Chapter 7: Creative Agility (3/5)
      10. Chapter 7: Creative Agility (4/5)
      11. Chapter 7: Creative Agility (5/5)
      12. Chapter 8: Creative Resolution (1/5)
      13. Chapter 8: Creative Resolution (2/5)
      14. Chapter 8: Creative Resolution (3/5)
      15. Chapter 8: Creative Resolution (4/5)
      16. Chapter 8: Creative Resolution (5/5)
    20. Part 3: Collective Genius 2.0 (1/2)
    21. Part 3: Collective Genius 2.0 (2/2)
      1. Chapter 9: Cultivating an Innovation Ecosystem (1/6)
      2. Chapter 9: Cultivating an Innovation Ecosystem (2/6)
      3. Chapter 9: Cultivating an Innovation Ecosystem (3/6)
      4. Chapter 9: Cultivating an Innovation Ecosystem (4/6)
      5. Chapter 9: Cultivating an Innovation Ecosystem (5/6)
      6. Chapter 9: Cultivating an Innovation Ecosystem (6/6)
    22. Epilogue (1/5)
    23. Epilogue (2/5)
    24. Epilogue (3/5)
    25. Epilogue (4/5)
    26. Epilogue (5/5)
    27. Notes (1/4)
    28. Notes (2/4)
    29. Notes (3/4)
    30. Notes (4/4)
    31. Selected Bibliography (1/3)
    32. Selected Bibliography (2/3)
    33. Selected Bibliography (3/3)
    34. Index (1/4)
    35. Index (2/4)
    36. Index (3/4)
    37. Index (4/4)
    38. About the Authors
  5. Being the Boss (1/3)
  6. Being the Boss (2/3)
  7. Being the Boss (3/3)
    1. Contents
    2. Acknowledgments
    3. Why We Wrote This Book (1/2)
    4. Why We Wrote This Book (2/2)
    5. Introduction (1/2)
    6. Introduction (2/2)
    7. Chapter 1: Your 3 Imperatives as a Manager (1/4)
    8. Chapter 1: Your 3 Imperatives as a Manager (2/4)
    9. Chapter 1: Your 3 Imperatives as a Manager (3/4)
    10. Chapter 1: Your 3 Imperatives as a Manager (4/4)
    11. Part 1: Manage Yourself
      1. Chapter 2: I'm the Boss! (1/3)
      2. Chapter 2: I'm the Boss! (2/3)
      3. Chapter 2: I'm the Boss! (3/3)
      4. Chapter 3: I'm Your Friend! (1/2)
      5. Chapter 3: I'm Your Friend! (2/2)
      6. Chapter 4: Can People Trust You? (1/4)
      7. Chapter 4: Can People Trust You? (2/4)
      8. Chapter 4: Can People Trust You? (3/4)
      9. Chapter 4: Can People Trust You? (4/4)
    12. Part 2: Manage Your Network (1/2)
    13. Part 2: Manage Your Network (2/2)
      1. Chapter 5: Understand the Reality of Your Organization (1/3)
      2. Chapter 5: Understand the Reality of Your Organization (2/3)
      3. Chapter 5: Understand the Reality of Your Organization (3/3)
      4. Chapter 6: Weave Your Own Web of Influence (1/5)
      5. Chapter 6: Weave Your Own Web of Influence (2/5)
      6. Chapter 6: Weave Your Own Web of Influence (3/5)
      7. Chapter 6: Weave Your Own Web of Influence (4/5)
      8. Chapter 6: Weave Your Own Web of Influence (5/5)
      9. Chapter 7: Don't Forget Your Boss (1/4)
      10. Chapter 7: Don't Forget Your Boss (2/4)
      11. Chapter 7: Don't Forget Your Boss (3/4)
      12. Chapter 7: Don't Forget Your Boss (4/4)
    14. Part 3: Manage Your Team (1/2)
    15. Part 3: Manage Your Team (2/2)
      1. Chapter 8: Define the Future (1/6)
      2. Chapter 8: Define the Future (2/6)
      3. Chapter 8: Define the Future (3/6)
      4. Chapter 8: Define the Future (4/6)
      5. Chapter 8: Define the Future (5/6)
      6. Chapter 8: Define the Future (6/6)
      7. Chapter 9: Be Clear about How Your Team Works (1/5)
      8. Chapter 9: Be Clear about How Your Team Works (2/5)
      9. Chapter 9: Be Clear about How Your Team Works (3/5)
      10. Chapter 9: Be Clear about How Your Team Works (4/5)
      11. Chapter 9: Be Clear about How Your Team Works (5/5)
      12. Chapter 10: Your Team Members Are Individuals Too (1/5)
      13. Chapter 10: Your Team Members Are Individuals Too (2/5)
      14. Chapter 10: Your Team Members Are Individuals Too (3/5)
      15. Chapter 10: Your Team Members Are Individuals Too (4/5)
      16. Chapter 10: Your Team Members Are Individuals Too (5/5)
      17. Chapter 11: Manage Through Your Daily Work (1/4)
      18. Chapter 11: Manage Through Your Daily Work (2/4)
      19. Chapter 11: Manage Through Your Daily Work (3/4)
      20. Chapter 11: Manage Through Your Daily Work (4/4)
      21. Chapter 12: Completing Your Journey (1/4)
      22. Chapter 12: Completing Your Journey (2/4)
      23. Chapter 12: Completing Your Journey (3/4)
      24. Chapter 12: Completing Your Journey (4/4)
    16. Epilogue
    17. Appendix
    18. Notes (1/2)
    19. Notes (2/2)
    20. Selected References (1/2)
    21. Selected References (2/2)
    22. Index (1/2)
    23. Index (2/2)
    24. About the Authors
  8. Becoming a Manager (1/2)
  9. Becoming a Manager (2/2)
    1. Contents
    2. Preface to the Second Edition (1/2)
    3. Preface to the Second Edition (2/2)
    4. Preface (1/2)
    5. Preface (2/2)
    6. Introduction (1/2)
    7. Introduction (2/2)
    8. Part 1: Learning What It Means to Be a Manager
      1. Chapter 1: Setting the Stage (1/7)
      2. Chapter 1: Setting the Stage (2/7)
      3. Chapter 1: Setting the Stage (3/7)
      4. Chapter 1: Setting the Stage (4/7)
      5. Chapter 1: Setting the Stage (5/7)
      6. Chapter 1: Setting the Stage (6/7)
      7. Chapter 1: Setting the Stage (7/7)
      8. Chapter 2: Reconciling the Differences (1/5)
      9. Chapter 2: Reconciling the Differences (2/5)
      10. Chapter 2: Reconciling the Differences (3/5)
      11. Chapter 2: Reconciling the Differences (4/5)
      12. Chapter 2: Reconciling the Differences (5/5)
      13. Chapter 3: Moving Toward a Managerial Identity (1/4)
      14. Chapter 3: Moving Toward a Managerial Identity (2/4)
      15. Chapter 3: Moving Toward a Managerial Identity (3/4)
      16. Chapter 3: Moving Toward a Managerial Identity (4/4)
    9. Part 2: Developing Interpersonal Judgment
      1. Chapter 4: Exercising Authority (1/5)
      2. Chapter 4: Exercising Authority (2/5)
      3. Chapter 4: Exercising Authority (3/5)
      4. Chapter 4: Exercising Authority (4/5)
      5. Chapter 4: Exercising Authority (5/5)
      6. Chapter 5: Managing Subordinates' Performance (1/7)
      7. Chapter 5: Managing Subordinates' Performance (2/7)
      8. Chapter 5: Managing Subordinates' Performance (3/7)
      9. Chapter 5: Managing Subordinates' Performance (4/7)
      10. Chapter 5: Managing Subordinates' Performance (5/7)
      11. Chapter 5: Managing Subordinates' Performance (6/7)
      12. Chapter 5: Managing Subordinates' Performance (7/7)
    10. Part 3: Confronting the Personal Side of Management
      1. Chapter 6: Gaining Self-Knowledge (1/6)
      2. Chapter 6: Gaining Self-Knowledge (2/6)
      3. Chapter 6: Gaining Self-Knowledge (3/6)
      4. Chapter 6: Gaining Self-Knowledge (4/6)
      5. Chapter 6: Gaining Self-Knowledge (5/6)
      6. Chapter 6: Gaining Self-Knowledge (6/6)
      7. Chapter 7: Coping with the Stresses and Emotions (1/4)
      8. Chapter 7: Coping with the Stresses and Emotions (2/4)
      9. Chapter 7: Coping with the Stresses and Emotions (3/4)
      10. Chapter 7: Coping with the Stresses and Emotions (4/4)
    11. Part 4: Managing the Transformation
      1. Chapter 8: Critical Resources for the First Year (1/7)
      2. Chapter 8: Critical Resources for the First Year (2/7)
      3. Chapter 8: Critical Resources for the First Year (3/7)
      4. Chapter 8: Critical Resources for the First Year (4/7)
      5. Chapter 8: Critical Resources for the First Year (5/7)
      6. Chapter 8: Critical Resources for the First Year (6/7)
      7. Chapter 8: Critical Resources for the First Year (7/7)
      8. Chapter 9: Easing the Transformation (1/7)
      9. Chapter 9: Easing the Transformation (2/7)
      10. Chapter 9: Easing the Transformation (3/7)
      11. Chapter 9: Easing the Transformation (4/7)
      12. Chapter 9: Easing the Transformation (5/7)
      13. Chapter 9: Easing the Transformation (6/7)
      14. Chapter 9: Easing the Transformation (7/7)
    12. Part 5: Dispelling the Myths of Management (1/2)
    13. Part 5: Dispelling the Myths of Management (2/2)
      1. Chapter 10: Exercising Influence Without Formal Authority (1/3)
      2. Chapter 10: Exercising Influence Without Formal Authority (2/3)
      3. Chapter 10: Exercising Influence Without Formal Authority (3/3)
      4. Chapter 11: Building an Effective Team (1/4)
      5. Chapter 11: Building an Effective Team (2/4)
      6. Chapter 11: Building an Effective Team (3/4)
      7. Chapter 11: Building an Effective Team (4/4)
      8. Chapter 12: Learning for a Lifetime (1/4)
      9. Chapter 12: Learning for a Lifetime (2/4)
      10. Chapter 12: Learning for a Lifetime (3/4)
      11. Chapter 12: Learning for a Lifetime (4/4)
    14. Epilogue (1/4)
    15. Epilogue (2/4)
    16. Epilogue (3/4)
    17. Epilogue (4/4)
    18. Appendix (1/4)
    19. Appendix (2/4)
    20. Appendix (3/4)
    21. Appendix (4/4)
    22. Notes (1/6)
    23. Notes (2/6)
    24. Notes (3/6)
    25. Notes (4/6)
    26. Notes (5/6)
    27. Notes (6/6)
    28. Selected Bibliography (1/5)
    29. Selected Bibliography (2/5)
    30. Selected Bibliography (3/5)
    31. Selected Bibliography (4/5)
    32. Selected Bibliography (5/5)
    33. Index (1/2)
    34. Index (2/2)
    35. About the Author
  10. Are You a Good Boss--or a Great One? (1/2)
  11. Are You a Good Boss--or a Great One? (2/2)

Product information

  • Title: Be a Great Boss: The Hill Collection (4 Items)
  • Author(s): Linda A. Hill, Kent Lineback
  • Release date: August 2014
  • Publisher(s): Harvard Business Review Press
  • ISBN: 9781625277824