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Unformatted text preview: New leader assimilation: process and outcomes Steven V. Manderscheid Concordia University, St Paul, Minnesota, USA, and Alexandre Ardichvili University of Minnesota, St Paul, Minnesota, USA Abstract Purpose This study seeks to test the researchers theory that a leadership development intervention called leader assimilation for newly appointed leaders and their subordinates will facilitate feedback-seeking and a leader-team dialogue which will accelerate leader/team learning, leader adaptation, and relationship building between the new leaders and their teams. Design/methodology/approach Robert Yins positivistic multiple case study research method was used. Four primary modes of data collection were used in each of the three cases: observation during the five steps of the intervention, documentation review after the intervention, a pre- and post-survey, and individual interviews with the leader and the leaders direct reports approximately seven days after the last phase of the intervention. Findings The researchers found support for their theory from a leader and team perspective. The three leaders in the study experienced accelerated learning, adaptation, and they built relationships with their teams. The leaders teams experienced new learning and they built relationships with their new leaders. Research limitations/implications The generalizability of findings is limited by the number of cases studied and by industry, leader, and team variation across cases. Practical implications The study provides supporting evidence for the importance and effectiveness of leader assimilations in helping new leaders learn, adapt quickly, and build relationships with their teams early in their transition. Originality/value The study is one of the first to report on the outcomes of an early leadership development intervention to help new leaders transition from one leadership role to another. Keywords Transition management, Leadership, United States of America Paper type Research paper Introduction Transitions from one leadership role to another are seemingly more frequent now than in the past. According to Challenger, Gray and Christmas (2006), more chief executive officers have left their jobs in 2006 than in any other year. Furthermore, Ciampa and Watkins (1999) found that 47 percent of executives who were appointed president but not CEO of publicly traded US corporations in 1993 had left their companies within the next four years without being named CEO. To that end, Liberum Research (2006) found that it is not CEOs alone who are leaving their positions; turnover among top management in general has been occurring at a furious pace since the middle of 2005....
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This note was uploaded on 02/02/2012 for the course COM 410 taught by Professor Jenniferwaldeck during the Spring '11 term at Chapman University .
- Spring '11
- Organizational Communication