Reviews
If you have only ever been a team member and suddenly become a team leader overnight, you may feel lost about where to begin and what to do. This book seems like it could be a guide. I learned a range of wisdom and knowledge essential to working as a team leader, including the qualities a team leader needs and how a middle manager can lead a team efficiently.
This book is like the experienced mentor a new team leader needs. It broadly offers a middle manager's manual for working with team members and mentors, shares lessons through case studies, and summarizes each chapter at the end, making it easy for busy middle managers or team leaders to read. As a college student who chairs a cooperative, I found that it taught me about leadership as well as time, relationships, and personal skills. As I read, I saw myself and my colleagues. I had been putting
Sometimes teams begin to perform well after their team leader changes. The people did not change; only the team leader did. Why would that be? I have met many team leaders at work, and I have seen them fall into traps that team leaders are prone to. One is believing they are at the top of the ladder of authority. I have thought that way myself, but I have seen an incapable team leader become addicted to authority, mistreat capable team members, diminish the team's overall ability, and
Team leader: one of the most representative middle-management titles. You are no longer junior; you reach a point where you expect to contribute as a senior. There are many team leaders, but not all become executives, and not all have the support of team members who call them “our team leader.” As I approached this stage myself, I had been thinking about my proper role on the team and how I should grow, so I was glad to find this book. Like the previous volume in the series, People Who Speak
The results in sports and organizations alike can differ enormously depending on who leads. Even with outstanding star players, the outcome changes according to the team leader, the organizational culture, and how people work together. I have seen this so often that I began this book wondering what makes a good team leader. The Team Leaders Who Drive Growth offers advice from world-renowned scholars and mentors on becoming a better team leader. As part of the Momentum for Growth series, it is
After reading The Team Leaders Who Drive Growth. The Team Leaders Who Drive Growth offers practical help to people promoted to team leader. It is full of useful insights not only for new team leaders but also for experienced leaders and senior executives who want to deliver better results and grow their organizations. Some workplaces provide training for prospective team leaders, but without it, people taking on the role for the first time can easily feel confused and anxious because the
Since taking on the team leader role and managing many team members, I have kept wondering what it means to be a good team leader. I thought I had fairly clear standards for what I should and should not imitate from the person who was my team leader when I was just starting my career. But my team's circumstances and my own situation change each time, and when unexpected situations arise, I am unsure what to do. I had no one to confide in, so just when I was looking for a book that could advise
Being responsible for a team is different from doing your individual work well. An ordinary employee who was considered promising for their ability may be promoted for their results and potential, then make foolish mistakes as a new team leader that they never made as a new hire. It is like a star soccer player who becomes a coach and fails to live up to their reputation. The gap between a player's ability and a coach's ability is as large as the gap between an individual contributor and a team
This book is a collection of articles about team leaders from Harvard Business Review, published by Harvard Business School. Harvard Business Review is so well known that it needs no introduction, and I was excited that this book had selected some of its best articles. It brings together 11 articles, from the oldest published in the January 1980 issue to the most recent in the June 2016 issue. I opened the book with high expectations because it gathers articles about team leaders and leadership
When someone works hard and shows strong ability within a group, they naturally tend to become the next team leader. I think it is only natural for a capable person to become a leader. It was the same at school: students who did well academically were often recommended to be class president. But doing your job well and managing people as a leader are entirely different things. You should not judge others by your own strong abilities. High emotional intelligence would be helpful, but if it is
Daniel Goleman et al.: Team Leaders Leading Growth
Being promoted to team leader in recognition of your abilities is good, but now you also take on the heavy responsibility of managing the team's results and overseeing your employees' work. There are only so many hours in the day, yet the work keeps increasing. Many team leaders spend the day monitoring their employees' work and can only start their own after everyone else has gone home. Is there a way to finish work on time, improve the team's performance, and still make time for yourself as a team leader? In the second volume of the Momentum for Growth series, which shares timeless wisdom on self-management, leading experts and mentors explain how team leaders can achieve outstanding results. The book brings together key insights from world-renowned scholars and mentors, including Daniel Goleman, a psychologist who studies behavioral science; Linda Hill, an expert in organizational behavior who has uncovered the secrets of innovative organizations; Herminia Ibarra, recognized as a leading business thinker in talent management and women's careers; and Michael Watkins, considered one of the world's top negotiation experts. It offers, in one volume, classic lessons in self-management whose value has stood the test of time.
Korean title: 성장을 이끄는 팀장들
Korean author: 대니얼 골먼 외
Korean publisher: 세종서적
ISBN-13: 9788984073500
Reviews
If you have only ever been a team member and suddenly become a team leader overnight, you may feel lost about where to begin and what to do. This book seems like it could be a guide. I learned a range of wisdom and knowledge essential to working as a team leader, including the qualities a team leader needs and how a middle manager can lead a team efficiently.
This book is like the experienced mentor a new team leader needs. It broadly offers a middle manager's manual for working with team members and mentors, shares lessons through case studies, and summarizes each chapter at the end, making it easy for busy middle managers or team leaders to read. As a college student who chairs a cooperative, I found that it taught me about leadership as well as time, relationships, and personal skills. As I read, I saw myself and my colleagues. I had been putting
Sometimes teams begin to perform well after their team leader changes. The people did not change; only the team leader did. Why would that be? I have met many team leaders at work, and I have seen them fall into traps that team leaders are prone to. One is believing they are at the top of the ladder of authority. I have thought that way myself, but I have seen an incapable team leader become addicted to authority, mistreat capable team members, diminish the team's overall ability, and
Team leader: one of the most representative middle-management titles. You are no longer junior; you reach a point where you expect to contribute as a senior. There are many team leaders, but not all become executives, and not all have the support of team members who call them “our team leader.” As I approached this stage myself, I had been thinking about my proper role on the team and how I should grow, so I was glad to find this book. Like the previous volume in the series, People Who Speak
The results in sports and organizations alike can differ enormously depending on who leads. Even with outstanding star players, the outcome changes according to the team leader, the organizational culture, and how people work together. I have seen this so often that I began this book wondering what makes a good team leader. The Team Leaders Who Drive Growth offers advice from world-renowned scholars and mentors on becoming a better team leader. As part of the Momentum for Growth series, it is
After reading The Team Leaders Who Drive Growth. The Team Leaders Who Drive Growth offers practical help to people promoted to team leader. It is full of useful insights not only for new team leaders but also for experienced leaders and senior executives who want to deliver better results and grow their organizations. Some workplaces provide training for prospective team leaders, but without it, people taking on the role for the first time can easily feel confused and anxious because the
Since taking on the team leader role and managing many team members, I have kept wondering what it means to be a good team leader. I thought I had fairly clear standards for what I should and should not imitate from the person who was my team leader when I was just starting my career. But my team's circumstances and my own situation change each time, and when unexpected situations arise, I am unsure what to do. I had no one to confide in, so just when I was looking for a book that could advise
Being responsible for a team is different from doing your individual work well. An ordinary employee who was considered promising for their ability may be promoted for their results and potential, then make foolish mistakes as a new team leader that they never made as a new hire. It is like a star soccer player who becomes a coach and fails to live up to their reputation. The gap between a player's ability and a coach's ability is as large as the gap between an individual contributor and a team
This book is a collection of articles about team leaders from Harvard Business Review, published by Harvard Business School. Harvard Business Review is so well known that it needs no introduction, and I was excited that this book had selected some of its best articles. It brings together 11 articles, from the oldest published in the January 1980 issue to the most recent in the June 2016 issue. I opened the book with high expectations because it gathers articles about team leaders and leadership
When someone works hard and shows strong ability within a group, they naturally tend to become the next team leader. I think it is only natural for a capable person to become a leader. It was the same at school: students who did well academically were often recommended to be class president. But doing your job well and managing people as a leader are entirely different things. You should not judge others by your own strong abilities. High emotional intelligence would be helpful, but if it is
