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Leadership liabilities of newly appointed managers: arrive prepared

Marius Pretorius (Associate Professor in strategy, leadership and turnaround, Department of Business Management, University of Pretoria, South Africa)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 3 July 2009

2258

Abstract

Purpose

There are seven categories of liabilities all new managerial appointees must overcome, regardless of whether they are a new CEO or a new department manager. This paper aims to identify them and offer an action plan for rapidly overcoming them.

Design/methodology/approach

These liabilities are the preconditions that act as obstacles to effective leadership and strategy implementation. Junior and middle managers in the banking and finance sector were surveyed about their managers' ability to lead them and what makes them recognize and follow a leader.

Findings

Because the liabilities are interdependent, their effects can be additive and the relationships not always directly visible.

Practical implications

The bottom line message: awareness and a plan for rapid plan are essential to resolution of the seven interdependent liabilities.

Originality/value

To overcome the seven liabilities, leaders can adopt a set of key practices shown in this paper.

Keywords

Citation

Pretorius, M. (2009), "Leadership liabilities of newly appointed managers: arrive prepared", Strategy & Leadership, Vol. 37 No. 4, pp. 37-42. https://doi.org/10.1108/10878570910971629

Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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