Primeras experiencias de jefatura

Primeras experiencias de jefatura
1. Becoming a Manager in Nonprofit Human Service Organizations: Making the Transition from Specialis to Generalist (Michael J. Austin, Kate Regan, Suzanne Gothard,and Sarah Carnochan)
(http://www.tandfonline.com.ezproxy.puc.cl/doi/pdf/10.1080/03643107.2012.715116)

La transición de servicio directo a la gestión en organizaciones de servicio humano requierea personas que participen en una transformación de roles, la cual cuestiona su auto-concepto e identidad.
McCall et al. (1988) to reflect the following lessons learned:
1) setting and implementingagendas (e.g., taking responsibility, building and using organizational structures, thinking strategically and engaging in innovative problem solving)
2) handling relationships (e.g., dealing withpeople over whom you have no authority, negotiating, entender otras perspectivas, enfrentar los conflictos,
3) demonstrating core values rooted in self-awareness (e.g., belief that one can not manageeverything alone, importance of the human side of management, continuous acknowledgement of one’s limits and blind spots, and recognizing and seizing opportunities by taking charge of one’s careerand maintaining balance between work and personal life).


Charan, et al. (2011) reflect on the process of managing self to managing
others where they focus on getting work done through others(rather than relying exclusively on
yourself) and giving up the tasks and responsibilities that gave them the recognition needed to
become a manager









2. The leadership pipeline
Thisfuture work potential is based on accumulated skills and experience as evidenced by past achievement, ability to learn new skills, and willingness to tackle bigger, more complex or higher-qualityassignments.
you need to discern the true work requirements at key leadership levels and what’s needed to make the transition from one layer to the next successfully.
• Skill requirements—the new...