Summary of Being the Boss
Copyright 2011 Linda A. Hill and Lowell Kent Lineback
Summarized by permission of Harvard Business Review Press
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Even great managers face unprecedented challenges in an economic climate characterized by constant innovation, chaos and general unpredictability. Harvard professor of business administration Linda A. Hill and business writer Kent Lineback offer a lucid blend of cogent theory and practical strategies. They educate and inspire novice and experienced leaders who want to practice the fundamentals of good management. getAbstract recommends this deftly organized, clearly presented, practical guide primarily to new and middle managers but also to anyone who aspires to be a great boss.
In this summary, you will learn
- Why the “3 Imperatives” – “manage yourself, manage your network and manage your team” – are vital to leadership; and
- How they can guide your development as a manager and as you pursue team goals and career growth.
About the Authors
Professor Linda A. Hill teaches business administration at Harvard Business School. Kent Lineback, a former executive and now a writer and coach, has co-authored or collaborated on more than 12 business books.
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Comment on this summary
3 years agogood book
5 years agoIIT COULD BE MORE INFORMATIVE. PILLALAMARRI JANARDANAKRISHNA
5 years agovery nice :)
5 years agoGreat abstract. Really helped me.
5 years agoClear crisp summary and uses the right summarization for building Operational, Strategic and Development networks. Finally the quotes from the book in the end are relevant and practical.
5 years agoThere are to many things one leader should consider or learn, I mean there are some cultural things that make pressure on the leader according with the situation, also the leader should consider characteristics of his team like indidiualistic enthusiasm, etc.
Any way, I guess this summary is very practical.
5 years agoIt is a good book. This clarify the hidden borders which a boss face with.
5 years agoThere are not many new things in this book compared to others of the same category (book about leadership) published beforehand. I wonder if the authors have provided more practical tools/frameworks in the full version. Also considering cultural diferences, the required approach may vary among managers (e.g. the East (where structure is more or less hierachical, and team members havea collective spirit) versus the West (where structure is highly democratic and people are much more individualistic and demanding)).
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