부산대학교 도서관

Based on observation and her own experience, the author contends that people who are successful in their functional roles are promoted into management roles and expected to lead. Some organizations figure out that developing leadership capability at the earliest stages is central to success. However, in helping leaders achieve better performance, we're not seeing enough of that investment. The author learned leadership the hard way: through making it up. She draws on her own experience moving from sales into a managerial/leadership role and on research from professors Amy Edmondson of Harvard Business School and Martin Seligman of the University of Pennsylvania. The author expounds on the following steps for new leaders: (1) wise up, (2) accept you'll need to change, (3) leadership is a balancing act, and (4) stay connected. For instance, within point 2; regardless of how good you are at delivering, project managing, and managing efficiency, you won't come into leadership as a fully rounded leader. There are also steps for employers: (1) mentor them, (2) build leadership mind‐set early, (3) promote based on technical and behavioral competence, and (4) create a listening culture. Within point 3, no one should be promoted for technical or professional capability alone. [ABSTRACT FROM AUTHOR]