The Leader-Manager: Guidelines for Action by William D. Hitt IEEE Press, 1988 ISBN 935470409
This was my first book about management. I bought it as soon as it became apparent that I might became a manager later on, which means that I bought it in 1997 and probably read it during the Summer of 1998. At the time, the book was recommended and sold by IEEE.
I took very detailed notes, as this was my practice for studying at the University. I scanned them for your amusement as well as for myself, as they form a summary of the main points of the book. However, the notes only cover part of the book, probably the part that I managed to read while on vacation.
I no longer own this book. I passed it on to another new manager...
The book introduced me to the following major ideas:
The leader is a change agent and not just the manager of an equilibrium. That was a defining idea for me. I changed my team several times as needed or to reach higher ground. I also tried to change the whole company a few times... and I succeeded at least once.
The need to envolve team members in key decisions. We started to have regular team meetings shortly after the team grew to more than three people.
The importance of a long-term vision and a strategy that guides day-to-day activities. The yearly strategy meetings became major growth opportunities to the team.
Theory Z of management, where a team is lead and not just managed. I had already experienced managers following theories L (laissez-faire), X (autocracy) and Y (benevolent). The argumentation for theory Z of real leadership completely won me.
Overall, the book left a very good impression on me. Even after all these years, I would still whole-heartedly recommend this book to new managers.
- Handwritten notes
- Handwritten notes taken in 1998, just for fun.