HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) (HBR's 10 Must Reads)

Index

accepters, in high-intensity workplaces, 51–52, 57

achievement, 92–94

activities, vs. goals, 45–46

agenda setters, 169, 174, 176

agenda setting, 3–4

alignment, of team, 28–29

analysts, 168, 169–170

approachability, 105

architect, vs. bricklayer, 168, 172–174

assessment, of current team, 20–26

authenticity

adaptive approach to, 103

leadership struggle with, 102–106

multicultural environments and, 111

paradox, 101–113

playful frame of mind and, 108–112

training, 107

authority

vs. approachability, 105

of managers, 4, 7–12

persuasion and, 62, 65, 72–75

predispositions toward, 124–126

undermining of, 43–44

autonomy, 7, 58–59

Best Buy, 50

big-picture thinking, 39, 44–46, 81

biological impulses, 89–90

boss(es)

becoming the, 1–18

compatible work ...