Aligning Leaders and Organizations During Role Transitions: Addressing Issues of Competency, Role Identity, and Authentic Prototypicality

Abstract

This article offers a detailed framework for assessing and addressing three key areas of leader fit (i.e., competencies, role identity, prototypicality) based on an examination of extant theory and research. This paper was based upon an examination of literature about leader development, role identity and identity work, and leader prototypicality. A new Leadership Transition Assessment Framework was created, and its application was illustrated using de-identified examples. Although empirical research is needed to validate, confirm, and extend the use and application of the new framework within organizations, the new framework is anticipated to be particularly useful for current and aspiring organizational leaders for use in their own development as well as for hiring managers and talent professionals in evaluating and developing leadership candidates. While various approaches have been offered to improve selection and advancement decisions, this article emphasizes that a more holistic approach to leader selection and development is needed to create effective outcomes.