Final published version
Licence: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Navigating Psychological Crises in Leadership Transitions
AU - Samuel, Abneer E
AU - Tsapayi, Enock Tinashe
PY - 2023/9/30
Y1 - 2023/9/30
N2 - This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new job roles. The study employs Bridges’ Transition Model to examine the internal obstacles and adaptive measures that emerge during the transitional phase, with a specific emphasis on the psychological dimensions of the transitions. The study utilised a qualitative research methodology and grounded theory approach that involved conducting in-depth interviews and analysing relevant documents to investigate the experiences of leaders and managers in the context of organisational transitions. The results of the study offer significant contributions to the field of organisational management, particularly in the area of leadership succession planning. The findings shed light on effective strategies for managing leadership transitions, promoting smoother transitions, and providing adequate support to individuals in leadership positions during periods of organisational change.
AB - This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new job roles. The study employs Bridges’ Transition Model to examine the internal obstacles and adaptive measures that emerge during the transitional phase, with a specific emphasis on the psychological dimensions of the transitions. The study utilised a qualitative research methodology and grounded theory approach that involved conducting in-depth interviews and analysing relevant documents to investigate the experiences of leaders and managers in the context of organisational transitions. The results of the study offer significant contributions to the field of organisational management, particularly in the area of leadership succession planning. The findings shed light on effective strategies for managing leadership transitions, promoting smoother transitions, and providing adequate support to individuals in leadership positions during periods of organisational change.
KW - job role transitions
KW - private higher education institutions
KW - leadership transitions
KW - bridges’ transition model
KW - psychological crises
U2 - 10.2478/mdke-2023-0018
DO - 10.2478/mdke-2023-0018
M3 - Journal article
VL - 11
SP - 286
EP - 305
JO - Management Dynamics in the Knowledge Economy
JF - Management Dynamics in the Knowledge Economy
SN - 2392-8042
IS - 3
ER -