Leaders in Transition brings a new perspective on why some leaders succeed more than others when taking charge of an organisation. Based on in-depth case studies, when four new leaders and their teams in large and complex international organisations were tracked for over a year, this book uncovers that success in managing transition is directly related to leaders' ability to balance tensions, appropriately to the context. The reasons for each leader's effectiveness are explored and analysed, allowing the authors then to extrapolate some general conclusions about the ways in which these tensions reveal themselves during all leadership transitions. Evidently, the success or failure of a new leader is the result of the way multiple actors (the new leader, his or her boss, his organisation and its stakeholders) behave, before and during the taking charge. These multiple interactions are revealed and discussed.
Contents1 Diane, Pierre, Max and John: leaders confronting their own challenges2 Tensions and dynamics 3 The context 4 Tensions and transitions: what the leaders think- Case study leaders: one year laterInterviews with other leaders -David, a Senior Civil Servant in the United Kingdom;Deborah, a Senior Civil Servant in the United Kingdom; Roger Durantis, Managing Director, Essilor Instruments; Michel Raimbault, Programme Director, HEC School of Management; Michel Hidalgo, Former Coach of the French National Football Team5 The psychology of transitionConclusionBIBLIOGRAPHY