Emotions during executive succession in a public board

Abstract

Purpose The purpose of this paper is to address a significant gap in the literature as it explores challenging emotions in the context of forced executive succession in a public sector board by re(conceptualizing) executive succession as a change process. Design/methodology/approach This study is empirical in nature and uses a combination of an ethnographic case study and narratives to understand emotions in the context. Findings The authors show that the emotional complexities emerged when executive succession was enforced from outside due to multiple interpretations of the emergent situations. It further shows how shame, guilt and embarrassment were produced when actors realized that they had failed to deliver responsibility; issues of trust and betrayal emerged when actors were not taken into confidence whilst taking certain actions; and the way actors manipulated situations and managed unwanted emotions by finding excuses and shifting blame. Research limitations/implications Future research can explore the political nature of emotions and can take into account the emotions of other stakeholders, such as staff and general public during forced succession in public sector organizations. Originality/value The re(conceptualizing) of executive succession as an emotive change process is an important contribution, since the current literature concentrates mainly on the changes and subsequent emotions triggered by new executive in the public sector. Through the lens of emotions, multiple interpretations of the situated emotions are revealed that influences board members relationships and interactions. This will help to create a better understanding of what happens inside public boards when executive succession is enforced from outside.

Emotional competence at work

“…Overall, the findings of the study support previous studies (e.g. Huy, 2011;Kykyri & Puutio, 2017;Manzoor et al, 2018); these have emphasized the complexity of emotions within the social processes of organizations, and the multiple interpretations that can be placed on them.…”

“…Emotions are also important for social processes among organizational members, influencing how they implement strategies in organizations (Huy, 2011). The multiple interpretations and emotional complexities that operate among organizational actors are highly relevant for understanding processes of change in organizational lives (Manzoor et al, 2018). The relevance is all the greater as organizational changes intensify and become more complex.…”

Exploring the Emotional Experiences During Organizational Change: A Leader and Followers Perspective

“…On the other hand, the leader had his own interpretations and at times had different situated emotions as compared to the followers. Emotions irrespective of whether they were negative or positive emerged as a 'resource' that helped to understand various situations (Fineman, 2003;Giaever, 2009;Jarrett, 2004;Manzoor et al, 2018). The understanding of various situations is important as it helps the leader and the management to take constructive steps that positively modify followers' behavior and actions.…”

“…A review of the literature indicates most of the researcher has either addressed the leader or a follower perspective and to study situated emotions during organizational change (e.g. Eriksson, 2004;Groves, 2006;Agote, Aramburu & Lines, 2016;Manzoor, Johnson, & Rashid, 2018). A significant research gap exists to incorporate both the perspectives simultaneously specifically during the during the implementation process of the change (Dasborough, Lamb, & Suseno, 2015).…”

“…This study incorporates both the negative and positive emotions of the leader and the follower using an interpretive approach, and contributes by arguing that emotions, irrespective of whether positive or negative, should be seen as a "resource" to understand the main issues at stake (Vince, 2006). Hence, this study challenges the conventional dominant rational models of change that try to control and suppress human emotions through various change management techniques (Smollan, 2014;Manzoor, Johnson, & Rashid, 2018).…”