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Leadership transitions : how business leaders take charge in new roles /

By: Elsner, Richard
Title By: Farrands, Bridget
Material type: BookPublisher: London : Kogan Page, c2012.Description: 196 p. : ill. ; 24 cm.ISBN: 9780749466923; 9780749466930 (ebook)Subject(s): Leadership | Executive ability | Success in businessDDC classification: 658.4/092
Summary:
In a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption. This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.
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Item type Home library Call number Status Date due Barcode Item holds
REGULAR University of Wollongong in Dubai
Main Collection 		658.4092 EL LE (Browse shelf) Available T0026617
Total holds: 0

Includes index.

Myths -- Waving or drowning? -- Tensions -- Inner qualities of the leader -- Tools.

In a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption. This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.

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