Managers moving on up (or out): Linking self-other agreement on leadership behaviors to succession planning and voluntary turnover

Abstract

Despite the importance of succession planning programs (SPPs) to organizational success, there is a lack of theory and empirical research on the behaviors that predict which managers are most likely to be selected for SPPs, and managers' reactions to being selected. In an effort to address this gap, we focus on the leadership behaviors of Consideration (i.e., interpersonally-oriented behaviors) and Initiating Structure (i.e., task-oriented behaviors) as manager antecedents of selection into an SPP while investigating (a reduction in) manager voluntary turnover as an outcome of selection into an SPP. Specifically, we move beyond a linear view of manager behaviors and SPP selection and posit that congruence between self- and other-ratings of Consideration or Initiating Structure is a positive antecedent to manager selection into an SPP which, subsequently, deters manager voluntary turnover. By focusing on both leadership behaviors, we posit that interpersonally-sensitive or task-oriented managers are both likely to be selected for succession planning. Using a multisource, time-lagged design in a sample of 789 managers, the results show that manager and peer ratings that are congruent on the high end of Consideration and Initiating Structure are most strongly predictive of selection into an SPP. Further, selection into an SPP is negatively related to manager voluntary turnover. We discuss the implications for theory and practice, while proposing several avenues for future research.