Choosing or Becoming an Interim Administrator

Alley, Nancy M.

doi:10.1016/j.profnurs.2005.07.001

Cited by 8 publications

(5 citation statements)

References 9 publications

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“…Temporary leaders, who are explicitly assigned to a leadership role on a short-term basis, are an underexplored leader population (Browning & McNamee, 2012; Woods et al, 2020). While temporary leaders are used for a variety of reasons and are found in a variety of domains and fields including CEOs (Ballinger & Marcel, 2010; Mooney et al, 2017), academia (Alley, 2005), health care (Ellis et al, 2005), sport (McTeer et al, 1995), and primary education (Miller et al, 2008), the underlying assumption in most models of leader departure is that the incoming leader is permanent. However, temporary managers are increasingly utilized where organizations may not have the human capital available to immediately replace an outgoing leader (Ballinger & Marcel, 2010; Mooney et al, 2013).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

“…In addition, while prior work suggests temporary leaders do have formal decision-making authority, they may have less managerial discretion over major strategic decisions than permanent leaders (Farquhar, 1995) and may be less likely to induce large strategic changes (Mooney et al, 2013). In addition, temporary leaders may look for opportunities to demonstrate capabilities associated with obtaining a permanent leadership position (Alley, 2005). Therefore, temporary leaders may focus more on minimizing the disruption of the turnover event, in order to maximize immediate performance (Ballinger & Marcel, 2010).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

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Moving on: Exploring the implications of leader departure and incoming temporary leaders for collective turnover and unit performance.

Hendricks¹,

Hancock²,

Caldas³

et al. 2024

Journal of Applied Psychology

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While leader departures from work units frequently occur within organizations and are assumed to negatively impact unit functioning, the collective reaction to a leader departure event can vary across time. While a common expectation of leader departure models is that the incoming leader is permanent, it is unclear how unit-level reactions, such as collective turnover and unit performance, might change over time in response to a departure event when the departing leader is replaced with a temporary leader. We draw on context emergent turnover (CET) theory and literature on leader departures to develop and empirically test specific hypotheses exploring relationships among leader departures, collective turnover, and unit performance over time. In addition, we examine the extent to which these relationships are influenced by the temporary status of the incoming leader. Using discontinuous growth models, we examine a longitudinal data set from 324 units within a large Latin American operation of a global direct sales company (N = 3,082 performance periods). Findings indicate that, after a leader departs, there is an immediate increase in collective turnover and that unit performance decreases over time. Further, when the incoming leader is temporary, unit performance increases briefly, but the rate of performance drops over time. Overall, our research offers insights with regard to how leader departures impact unit outcomes, as well as how long such effects last.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Moving on: Exploring the implications of leader departure and incoming temporary leaders for collective turnover and unit performance.

Hendricks¹,

Hancock²,

Caldas³

et al. 2024

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…The leadership literature mainly acknowledges the second explanation with respect to temporary leaders (e.g. Alley, 2005;Farquhar, 1991). However, much of the research in this vein also explicitly warns organizations against allowing interim leaders to seek the permanent role, citing reasons, for example, that 'the goal of interim service is to prepare for new leadership' (Langevin and Koenig, 2004: 161; see also Chapman and Vogelsang, 2005); thus, we have little empirical evidence of what ensues when individuals pursue the long-term leader role.…”

Section: Literature On Temps and Temporary Leadersmentioning

confidence: 99%

Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders

Browning

McNamee

2012

Human Relations

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Though temporary work arrangements have garnered increased attention among scholars and practitioners, there has been little research into internal interim leaders (i.e. interims hired from within the organization) as a distinct case of temporary worker and leader. Internal interims are a fixture in organizational leadership and often serve during critical periods of change. As such, it is important to examine these leaders' actions and the social, organizational, and individual dynamics that inform them. Toward this end, the present study examines the sensemaking processes of 24 internal interims using a qualitative approach. We describe five distinct sensemaking processes (dutiful, traditional, aspiring, reluctant, and self-conscious) shared by the 24 participants and discuss how several social dynamics (message valence and consistency) and individual factors (prior leadership and future aspirations) influenced these divergent processes. Further, we contend that internal interims adopt more passive (caretaking) or proactive (trailblazing) styles of leadership based on these socially and individually informed sensemaking processes. Finally, we highlight directions for future research (motivating factors for serving as an internal interim, experiences with stigma and alienation, and processes of identity formation and identification) that may concomitantly enhance our understandings of internal interims as well as temporary workers and leaders at large.

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“…Furthermore, assessing the performance of internal interim leaders simplifies organization's efforts on identifying a key employee for succession planning. On searching for the criteria used for an interim leader selection process, organizations widely consider the next person in the chain of command, voting method, highly productive employees who are perceived to quit and employees having long tenure for interim leadership position (Gilmore, 1988; Everley, 1994; Alley, 2005). Educated employees have been mostly required to perform production functions that seek adaptation to change (Nelson and Phelps, 1966).…”

Section: Literature Reviewmentioning

confidence: 99%

The role of career management between human capital and interim leadership

Birasnav

Rangnekar

2012

Journal of Advances in Management Research

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PurposeThe purpose of this study is to analyze the role of employees’ career management processes and the relationship between human capital and interim leadership role importance.Design/methodology/approachResponses of 413 Indian manufacturing employees with middle or top‐level management positions and who have worked as interim leaders in their organizations, were used in this study.FindingsThe results of a series of hierarchical regression analyses showed that involvement in career management activities plays a mediator role in the relationship between human capital and interim leadership. More specifically, human capital variable age is a deciding factor to accept an interim leadership position in the Indian manufacturing industry.Research limitations/implicationsThis study focuses on the impact of employees’ career management process on choosing interim leadership positions. In other words, employees considerably invest on interim leadership positions to achieve career success through exploring the career, focusing on career goals, and implementing career strategy.Originality/valueIt is the first time that the nexus of interim leadership is empirically studied with both human capital and career management concepts. This study adds value to leadership literature since assessing interim leadership performance is one of the criteria for succession planning and has great potential to change organizational hierarchical structure.

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Choosing or Becoming an Interim Administrator

Cited by 8 publications

References 9 publications

Moving on: Exploring the implications of leader departure and incoming temporary leaders for collective turnover and unit performance.

Moving on: Exploring the implications of leader departure and incoming temporary leaders for collective turnover and unit performance.

Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders

The role of career management between human capital and interim leadership

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