Not all first-time managers are equal:Heterogeneity in the transition and challenges of new managers

Abstract

Building a pipeline of future leaders is a vital strategic task for organizations. However, managerial transitions are plagued by failure. To help organizations nurture future leaders, we need to understand: How can organizations support the processes of transitioning to first-time management roles? We answer calls in the leadership development literature to develop our understanding of on-the-job learning processes in order to customize ways to effectively develop leadership in organizations (e.g. McCall, 2004; Hill, 2004). In this study, we rely on in depth interviews and secondary data from social networks to study the processes of becoming a manager. We develop a process model of the transition to first-time managership with testable propositions. We find that the transition to first-time managers departs from different starting points, characterized mainly by their knowledge of team members and work content (i.e. Networker, Insider, Generalist, and Expert). Based on the starting points, we find evidence of four different transition learning processes, each of which encounter different developmental contexts characterized by different challenging situations. Our findings are summarized into theoretical propositions that should serve as a basis for further research. We derive practical implications for new managers’ successful transitions, and how companies and management education can support them.