Article

Socializing Leadership Talent: Ensuring Successful Transitions Into Senior Management Roles

Jay A. Conger

in The Oxford Handbook of Organizational Socialization

Published in print July 2012 | ISBN: 9780199763672
Published online November 2012 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199763672.013.0016

Series: Oxford Library of Psychology

Socializing Leadership Talent: Ensuring Successful Transitions Into Senior Management Roles

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This chapter explores how socialization programs for managers transitioning to senior management roles can play a vital role in both preempting leadership failures and accelerating their relationship building. Managers who are promoted into a senior management level position for the first time in their careers face three daunting challenges. First, they must gain mastery over a complex and demanding role. The learning demands are often the most pronounced in a manager’s career. Second, expectations are high. It is assumed that the incoming senior manager already has the depth of experience to lead successfully in the new situation. As a result, there is little developmental feedback or support for those who enter the upper echelons of organizations. These two challenges can conspire to produce a challenge with far greater liabilities—the career derailment of the incoming senior manager. Given the high price associated with leadership failures in senior management ranks, it is essential for organizations to consider sophisticated socialization processes as they onboard individuals into senior management roles. Insights are drawn from an in-depth case analysis of sophisticated socialization programs developed at the Bank of America and at Toyota.

Keywords: socialization; leadership development; onboarding; executive derailment

Article.  8412 words. 

Subjects: Psychology ; Organizational Psychology ; Social Psychology

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