Exercising Authority: The Interpersonal Challenges Facing New Managers

Managing people is a delicate art. When star performers are promoted to management roles, few are prepared for the interpersonal challenges of the job. Effectively exercising their newly-acquired authority means learning how to establish credibility, build commitment among subordinates, and lead the group. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. This chapter joins them as they describe in their own words the challenges of exercising power and influence over their subordinates. This chapter was originally published as Chapter 4 of "Becoming a Manager: How New Managers Master the Challenges of Leadership."