ISSN:0090-4848    

DOI:10.1002/hrm.3930340101

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930340102

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractNew leaders inevitably face comparisons with predecessors. After a short time these comparisons usually give way to judgments about the leader's performance. Occasionally, however, the presence of the predecessor continues to be felt long after the new leader has taken charge. The metaphor of a “shadow” cast by a predecessor is used to describe the process whereby memories of a former leader play a dominant role in shaping current behavior in the organization. A case is analyzed in which a burdensome shadow impeded a new leader's efforts to take charge of a state agency. Counterprojective group techniques helped the new leader and his staff lift the shadow and form a more productive working relationship. © 1995 by John Wiley&Sons,

ISSN:0090-4848    

DOI:10.1002/hrm.3930340103

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractUnanticipated departures of CEOs place demands upon interim leaders. From the literature a model is derived that illustrates problems of sense‐making, enactment, communication, and organizational learning faced by these leaders and their internal and external stakeholders. A case, which focuses on the sudden resignation of the president of American University for making obscene phone calls to an area day‐care worker, is used to illustrate the model. Comparisons are made in the corporate world with executive transitions at Kodak and American Express. Alternatives are suggested for improvements in communication and interim leadership when traumatic executive departures place severe and unfamiliar pressures on governance structures. © 1995 by John Wiley&Sons,

ISSN:0090-4848    

DOI:10.1002/hrm.3930340104

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractContrary to the stereotype that the period between CEOs is a hiatus, interim and acting executives serve during an important strategic window. A model is presented to illustrate the dynamics of short‐term leadership, including the precipitating circumstances for the temporary administration, the tasks of short‐term leadership, and the moderating factors seen to affect the selection and success of the next chief executive. Researchers and practitioners are urged to consider more carefully the potential that a well‐managed interregnum has to repair damage from a traumatic departure, buffer between administrations, and prepare the organization to accept and work with new leadership. © 1995 by John Wiley&Son

ISSN:0090-4848    

DOI:10.1002/hrm.3930340105

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis is a study of a non‐routine transition in an academic setting. After studying the processes of executive succession, succession planning, and executive development for many years, I found myself serving as Acting Dean of a school of management following the sudden resignation of the dean. This article is an account of my personal journey through that process, using subidentity theory as a way of understanding the experience. This article compares my own transition experiences with the theories of subidentity change and executive succession. It also identifies implications for future research based upon the differences observed, such as the perceived or virtual permanence of the acting administration. The conclusion offers recommendations for practice, such as the need for clarity of role expectations, strong leadership, and clear strategic direction; the value of a long hand‐off process; and the utility of planned transition events. © 1995 by John Wiley&Sons,

ISSN:0090-4848    

DOI:10.1002/hrm.3930340106

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis article provides a framework and suggests strategies for incorporating management development considerations into selection processes. Components of developmental jobs which were derived from studies of on‐the‐job learning are described first. How various managerial jobs differ in terms of developmental components and learning outcomes is illustrated with data from the Developmental Challenge Profile. Next, how the developmental challenge framework can be used in a selection context to assess the type and degree of “stretch” a job candidate might experience in an assignment is examined. Additional issues to consider in providing developmental assignments to individuals and in enhancing the development emphasis of succession planning systems are discussed. © 1995 by John Wiley&S

ISSN:0090-4848    

DOI:10.1002/hrm.3930340107

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractResearch on forced CEO succession has focused on determinants of exit, impact on the organization, or implications for the incoming CEO. Generally unexamined is what happens to the ousted CEO. Using a sample of 60 forced exits from the Business Week 1000 from 1988 to 1992, this study seeks to identify factors which influence the career outcomes for the ousted CEO. The study found that age matters—older CEOs were less likely to obtain other active executive positions, but were more likely than younger ousted CEOs to enter advisory roles. Further, the reason for the CEO's exit had a significant impact on the likelihood of subsequently assuming either an active or an advisory role. No relationship was found between career outcomes and the following: media coverage, levels of compensation at exit, board memberships. © 1995 by John Wiley&Sons, I

ISSN:0090-4848    

DOI:10.1002/hrm.3930340108

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractMost attempts to understand CEO succession fail to adequately differentiate the various ways by which CEOs are chosen. This article presents a conceptual framework that identifies four kinds of CEO succession processes, distinguished according to two key factors: political dynamics (who rules?) and the candidate search (are preferences known in advance?). Our main point is that the response of organizational stakeholders to CEO successions—(a) whether the process is perceived as fair, (b) whether the chosen successor is seen as good for an organization's future, and (c) the extent of disruption attending the leadership change—reflects how the politics and the search are managed. How internal and external stakeholders respond to a CEO succession can affect a new CEO's capacity for exercising effective leadership. Examples of each type (Apple, General Motors, Kodak, and Procter&Gamble) are offered and implications are drawn for researchers and for human resource executives. © 1995 by John Wiley&Sons,

ISSN:0090-4848    

DOI:10.1002/hrm.3930340109

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis article suggests that a shift has developed in the ongoing relationship between executives and shareholders with shareholders gaining more power over executives. The power shift has been driven by institutional investors and hostile takeovers and is visible in changing patterns of succession. More executives are being dismissed for poor performance and are being dismissed more quickly following the onset of poor performance. Two potential negative outcomes are a decreased willingness of executives to undertake risky strategies and a decreased ability of executives to build long‐term, trusting relationships with stakeholders, even when these actions would be beneficial to shareholders. © 1995 by John Wiley&Sons, I

ISSN:0090-4848    

DOI:10.1002/hrm.3930340110

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY