Research Paper on "Transitional Leadership Times"

Research Paper 8 pages (2338 words) Sources: 10

[EXCERPT] . . . .

The presence of a transitional leader reduces polarities, paradoxes, and dilemmas by offering established methods in a climate of uncertainty. This allows for the new leader to achieve an optimal balance of new and old, thereby resolving the paradoxes and dilemmas that are associated with organizational change and stress.

Transitional leaders might, however, be too attached to the status quo or to existing team members. This would prevent the organization from moving forward and capitalizing on change. Staying with the existing team is one of Watkin's main pitfalls, as is attempting too much at once. Finally, an internal variable linked with successful transitional leadership is the adjustment in organizational culture that will invariably occur for the new manager (Farley, 2012).

External Variables

External variables impacting the quality or effectiveness of transitional leadership are not discussed in the literature as much as internal variables. However, there are a few external variables that are mentioned. One is legal issues related to the obligation of a CEO to provide a standard of care for the company. Medland (2006), for example, refers to the Directors' Standard of Care and the Role of Experts with regards to transitional leadership. An outgoing CEO might be obliged to provide transitional leadership services under the Directors' Standard of Care, and the Role of Experts law, regardless of whether that CEO can negotiate a more fruitful pay package for the service of transitional leadership. Market forces, of course, are external variables that will influence the rate of pay of transitional leadership services. A change of control agreement can be negotiated with the outgoing CEO (Medland, 2006). Another situational variable listed in the literature is related to the important stage in life cycle of organization," whereby the internal focus on members is shifted to the "provision of services to mainly nonmembers," (Kreutzer, 2009, p. 117). This situation might entail a re-negotiated relationship between management and the board of directors during the transitional leadership stage (Kreutzer, 2009).

Solutions, Recommendations, and Conclusions

Several recommendations or solutions to transitional leadership are mentioned in the literature. These recommendations can aide companies in finding the best type of transitional leader, or in enacting the idea form of transitional leadership style. One solution is polarity thinking. Manderscheid & Freeman (2012) advise transitional leaders or outgoing CEOs to "train new leaders on polarity thinking. If training and development professionals see value in polarity thinking for transitioning leaders and can respond with timely training interventions, it could have a positive impact on new leader effectiveness and subsequent organization performance," (p. 856). Polarity thinking takes into account opposing viewpoints and unifies them into a visionary and creative strategy for the future. From a communications standpoint, transitional leaders using polarity thinking create win-win situations.

Medland (2006) advises a strong support system from the predecessor CEO, via a contractual agreement. If financial investment in the transitional leadership services is required, they will pay off. Executive compensation is a "retention mechanism" that must be used in situations where transitional leadership will prove effective. Incentives to stay can also be rooted in ethical and legal obligations.

Another alternative for creating an ideal organizational climate to foster positive transitional leadership is CEO apprenticeship. CEO apprenticeship goes hand-in-hand with mentoring and coaching programs. Only, instead of mentoring employees, the CEO apprenticeship program is designed to coach new leaders. Farley (2012) describes CEO apprenticeship as a formal training period for the new leader. This may or may not entail enlisting the support of the outgoing CEO.

Clearly, transitional leadership has a huge impact on organizations. The ability to change leaders depends on several internal variables including organizational culture, trust, and momentum. Effective transitional leadership will be different for every organization, but some core features are shared in common by transitional leaders. Change should be welcome as an opportunity for restructuring, if necessary, or altering organizational culture. When end results such as productivity and investor confidence are taken into consideration, the importance of transitional leadership becomes clear. Transitional support services are a worthwhile investment for any organization.

References

Appelbaum, S. H; Valero, M. (2007). The Crucial First Three Months: An Analysis of Leadership Transition Traps and Successes. Journal of American Academy of Business, Cambridge 11. 1 (Mar 2007): 1-8.

Farley, D.W. (2012). 'The apprentice': LTC CEO edition: a new approach to succession planning. Long-Term Living, 61(8), 44. Sept 2012. Retrieved online: http://www.thefreelibrary.com/'The+apprentice'%3A+LTC+CEO+edition%3A+a+new+approach+to+succession...-a0306756801

Freedman, A.M. (2011). Some Implications of Validation of the Leadership Pipeline Concept: Guidelines for Assisting Managers-in-Transition. The Psychologist Manager Journal 14. 2 (2011): 140.

HCA Online (2004). Transition traps: Common pitfalls for new leaders. Retrieved online: http://www.hcamag.com/article/transition-traps-common-pitfalls-for-new-leaders-110862.aspx

Kreutzer, K. (2009). Nonprofit governance during organizational transition in voluntary associations. Nonprofit Management and Leadership 20. 1 (Fall 2009): 117.

Manderscheid, S. V; Freeman, P.D. (2012). Managing polarity, paradox, and dilemma during leader transition. European Journal of Training and Development 36. 9 (2012): 856-872.

Medland, C. (2006). Surviving change. Mondaq Report.

Pecujlija, M., Azemovic, N., Azemovic, R., Cosic, -- . (2011). Leadership and productivity in transition: employees' view in Serbia. Journal for East European Management… READ MORE

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