Becoming A Manager Module 4

The Slides

Session 1: Becoming A Manager – BH M4S1 20210520

Session 2: Becoming A Manager – BH M4S2 20210603


M4S2: Purpose and Stakeholders Exercise

M4S2: Tuckman Exercise

M4S2: Summary of Difficult Conversations

Homework (study group, self, reflection)

BH Homework Module 4


Suggested Book List


Limiting Beliefs of Team Leaders

Wheelan’s Integrated Model of Group Development – Organizational Behaviour


Tuckman_ Forming, Storming, Norming, Performing model

Leadership Behaviour Continuum – Tannenbaum and Schmidt

HBR The case for asking sensitive questions

HBR Good Leadership is about asking good questions

HBR – Why do so many incompetent men become leaders

HBR – What self-awareness really is

HBR – What people get wrong about EI

HBR – The Insider_ Leadership Isn’t About a To-Do List

HBR – The Downsides of Being Very Emotionally Intelligent

HBR – Relearning the art of asking questions

HBR – Make Your Values Mean Something

HBR – Level 5 Leadership

HBR – How to work with someone who thinks they are always right

HBR – How to encourage employees to speak up

HBR – How to embrace change with EI

HBR – High-Performing Teams Start with a Culture of Shared Values

HBR – Good Leadership Is About Asking Good Questions

HBR – giving critical feedback is harder remotely

HBR – Difficult Conversations – 12 elements of EI

HBR – Boost your EI

HBR – Best managers balance EI

Harvard Business School Leadership Principles Syllabus

HBR – What Psychological Safety Looks Like in a Hybrid Workplace

Forming, Storming, Norming, and Performing – From

Delegating_ Tannenbaum and Schmidt Continuum

Conscious Competence Learning Model

Clutterbuck – Niceness

Clutterbuck – Mentoring and Leadership

Clutterbuck – Feedback


HBR – What makes a leader

Forbes – 10 Unique Perspectives On What Makes A Great Leader