000			01721nam a22001817a 4500
999			_c509886 _d509886
008			190626b ||||| |||| 00| 0 eng d
100			_aPark, Hyun Hee _96579
245			_aBecoming a manager: learning the importance of emotional and social competence in managerial transitions
260			_c2019
300			_ap.98-115.
520			_aThis article explores how newly promoted managers develop emotional and social competencies to understand their and others’ emotions and then use this understanding for personal growth and in their interactions with others. This study draws on five waves of semistructured interview data collected from 16 newly promoted managers in a large northeastern state agency. The findings suggest that new managers undergo a developmental process—role exit, movement, and role entry—as they make the transition from individual contributors to managers. At each stage of the process, their emotional and social competence (ESC) facilitates learning and moving to the next stage. In addition, throughout the process, new managers develop their ESC and utilize the benefits in their daily decision-making and management behaviors. The findings also suggest that organizational context is an important factor that defines the contents of ESC in the organization. Based on these findings, this study argues that organizations should help new managers understand the emotional aspects of managerial transitions in developing their selection and training practices. - Reproduced.
650			_aEmotional development _96580
650			_aSocialization _96581
700			_eFaerman, Sue _96582
773			_aAmerican Review of Public Administration
906			_aManagement
942			_cAR