The challenge of success: allowing leaders to lead

The challenge of success: allowing leaders to lead Purpose – The purpose of this paper is to present a collaborative communications model and relate information to succession planning for organizations facing imminent change. Design/methodology/approach – Using a review of existent literature, this work examines and expounds upon the impact of planning effectively for transitions between entities. Findings – The paper presents a collaborative communications model for a manager that is based on four tenets – condition setting, planning, execution, and process evaluation. Within each of these tenets are elements of communication, mentorship, leader development, and acceptance (trust) among stakeholders to ensure two entities transition appropriately. Practical implications – Key tenets of leadership are often missed when developing strategies for organizational transition. This work examines how communicating collaboratively is linked to succession management and can aid managers in understanding some implications of ill‐developed planning efforts. Social implications – In an applied sense, this model provides health care managers with concepts related to effective change at both the individual and organizational levels. While this work is directed toward managing transition among health care organizations and personnel, the information is equally applicable to a broader audience. Originality/value – While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward health care leadership. This paper provides concepts related to effective risk mitigation in succession management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Leadership in Public Services Emerald Publishing

The challenge of success: allowing leaders to lead

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1747-9886
DOI
10.1108/17479881111187024
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to present a collaborative communications model and relate information to succession planning for organizations facing imminent change. Design/methodology/approach – Using a review of existent literature, this work examines and expounds upon the impact of planning effectively for transitions between entities. Findings – The paper presents a collaborative communications model for a manager that is based on four tenets – condition setting, planning, execution, and process evaluation. Within each of these tenets are elements of communication, mentorship, leader development, and acceptance (trust) among stakeholders to ensure two entities transition appropriately. Practical implications – Key tenets of leadership are often missed when developing strategies for organizational transition. This work examines how communicating collaboratively is linked to succession management and can aid managers in understanding some implications of ill‐developed planning efforts. Social implications – In an applied sense, this model provides health care managers with concepts related to effective change at both the individual and organizational levels. While this work is directed toward managing transition among health care organizations and personnel, the information is equally applicable to a broader audience. Originality/value – While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward health care leadership. This paper provides concepts related to effective risk mitigation in succession management.

Journal

The International Journal of Leadership in Public ServicesEmerald Publishing

Published: Aug 17, 2011

Keywords: Succession planning; Change management; Succession management; Leadership; Transition management; Collaborative communications; Mentorship; Continuity of operations

References

  • Successful generational change in family business
    Bigliardi, B.; Dormio, A.I.
  • The strategic development of high potential leaders
    Fulmer, R.M.; Stumpf, S.A.; Bleak, J.
  • A framework for collaborative planning and state‐of‐the‐art
    Stadtler, H.

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