Becoming the boss : using Schlossberg's Transition Theory to explore new supervisors' transition to supervisory roles at a federal government agency

Abstract

The purpose of this qualitative study was to explore and describe the lived experience of new supervisors in their transition to supervisory roles at a federal government agency. The challenge of coping with career transition can be significant as individuals endeavor to adjust to their new roles, potentially overwhelming their ability to adapt. Using Schlossberg's transition theory as the conceptual framework, this study explored the following central research question: How do new supervisors at a federal government agency describe their personal experience of transitioning to a supervisory role? Data were collected through semi-structured interviews with eight first-time supervisors in a federal government agency from both headquarters and field locations. Analysis followed the modified van Kaam method for descriptive phenomenological research as outlined by Moustakas. The overall results of this study support the key assumptions of Schlossberg's transition theory and the applicability of the theory to the transition of new supervisors to supervisory roles at a federal government agency. The four themes that emerged from the new supervisors' experience involved the (a) value of prior leadership experience, (b) helpfulness of interpersonal and intrapersonal skills, (c) power of social support from professional peers, and (d) use of engagement and disengagement as coping strategies. This study advances scholarly understanding of the resources that new federal supervisors rely on and the coping strategies that they use in their career transitions.

Longitudinal effects of transitioning into a first-time leadership position on wellbeing and self-concept.

“…We extend the previous work by focusing on first-time transitions, because previous experience with an organizational leadership role may reduce the magnitude and novelty of this transition. This proposition is supported by Derrick's (2019) qualitative findings that new managers' reported previous leadership experience was a primary resource that helped them successfully transition into their new role. We also enhance our understanding of how the transition process unfolds over time by examining the year of the transition as a distinct time in which there is a discontinuous change in wellbeing compared to previous years.…”

“…Debus et al (2019) found individuals reported an increase in time pressure following a transition into a managerial position, which was in turn associated with increased exhaustion. In a qualitative study of eight new supervisors, Derrick found that transitions into a leadership role were reported as demanding and something participants needed resources to cope with (2019). Although, not explicitly transitions into leadership, Dunford et al (2012) found that people who changed jobs within an organization experienced an increase in depersonalization and emotional exhaustion during a 1-year period following the job change, a pattern replicated by organizational newcomers.…”

Apoyo del supervisor: su influencia en la autonomía, cohesión y percepción de apoyo organizacional en una dependencia del gobierno

“…El servicio público es un sector con alta demanda de recursos humanos, en él existe una amplia gama de puestos que incluye desde maestros de escuela hasta oficiales de policía, analistas financieros y personal que atiende emergencias (Lu y Guy, 2019). En ese entorno, el estilo de supervisión es un aspecto fundamental (Trottier, Van Wart y Wang, 2008), ya que de forma similar a otras organizaciones, las dependencias del gobierno necesitan funcionarios que desarrollen adecuadamente sus tareas (Derrick, 2019). Los supervisores influyen en decisiones relevantes, tienen un rol principal en la estructuración del medio ambiente laboral, la provisión de información y la retroalimentación (Eisenberger, Stinglhamber, Vandenberghe, Sucharski y Rhoades, 2002;Griffin, Patterson y West, 2001).…”