The effects of managerial transition training on organizational performance

Abstract

Purpose

The purpose of this paper is to examine the effects of a self‐managed transition process on the performance of mid‐level managers, specifically company commanders serving in the US Army.

Design/methodology/approach

The transition process provided the new commanders with a flexible outline of topics used for interviewing key personnel within the larger organization (battalion) prior to and immediately following assumption of command. The authors measured the performance of commanders using a standardized Battalion Command Evaluation Form completed by the battalion commander. In addition, the effects of leader experience and locus of control were examined.

Findings

It was found that use of the transition process enhanced the performance of company commanders who had an external locus of control and/or did not come directly from a job proximal to command.

Research limitations/implications

The paper provides a model that can be used with mid‐level managers in order to minimize the performance deficit often associated with turnover.

Originality/value

Most research on managerial transition has focused on upper‐level management. The paper examines mid‐level managerial turnover and provides new information about how means and opportunities can affect leader effectiveness.

Citation

Miller, R.L. and Buxton, W.A. (2012), "The effects of managerial transition training on organizational performance", Leadership & Organization Development Journal, Vol. 33 No. 5, pp. 464-476. https://doi.org/10.1108/01437731211241256