Leadership succession in different types of organizations: What business and political successions may learn from each other

Farah, Bassam; Elias, Rida; Clercy, Cristine de; Rowe, Glenn

doi:10.1016/j.leaqua.2019.03.004

Cited by 41 publications

(21 citation statements)

References 201 publications

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“…Previous literature illustrated the positive effects of a successful executive succession from outside the company on strategic change and organizational performance [4,7,8], and also emphasized that a failure of succession will result in the organization missing strategic opportunities and bringing conflicts to the company's internal management team [9,10]. Therefore, it is important for both executives and enterprises to understand how to achieve successful executive succession and avoid a failure of employment.…”

Section: Introductionmentioning

confidence: 99%

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Chen

et al. 2020

Sustainability

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While prior literature indicated the positive outcomes of successful executive successions for both individuals and organizations, we still know little about the influencing factors and mechanisms of successful executive successions from the individual perspectives of newly hired executives. As prior research of executive succession suggested to consider the contextual change on the entire duration of executive employment, we adopted a qualitative research design to explore important experiences in the process of career development after an executive, who was newly hired from outside the company, joined a new organization with a dynamic perspective. Our goal was to help newly hired executives realize their career development process with key tasks and core competencies in distinct stages, in order to achieve sustainable career development in a new enterprise. There are also implications for enhancing process-oriented career development research and advancing career-development managerial practices.

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Section: Introductionmentioning

confidence: 99%

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Chen

et al. 2020

Sustainability

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“…A policy must be based on information-based maturity considerations for public consumption. Communication privacy management theory describes communicators should have considerations about what to say and what should be kept from the public [2], [11]. One must consider and organize the messages that are produced, shared, and distributed to the public Minister's information and narrative require improvement.…”

Section: Joko Widodo's Leadership In the Advanced Indonesia Cabinetmentioning

confidence: 99%

“…The achievement of state goals is strongly determined by the quality of the leadership style. Leadership style is a combination of attitudes, skills, and behaviour in leading social interaction [2]. Of all, behaviour is the most important component.…”

Section: Joko Widodo's Leadership Reflection Against Kpk Legislationmentioning

confidence: 99%

Leadership Representation of Jokowi Post-Presidential Election in Indonesia

Darmawan¹,

Zaenudin²

2021

Proceedings of the 1st Tidar International Conference on Advancing Local Wisdom Towards Global Megatrends, TIC 2020, 21-22 Octo

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The administration of Joko Widodo is coming to its first year of the second period. Investigating his leadership is a potential issue as he is a Javanese. Furthermore, it is also regarded with and his idea to move the capital to East Borneo stating the end of the Java-centred era. This also leads to the end of structural authority in Java Island. The decision of Jokowi regarding this issue is based on technical-economical consideration and prosperity equality. Besides, Jokowi's interaction and communication style at the State Palace gradually reduces its sacredness which was initially too formal. Every so often, his leadership can decrease political tension. Therefore, this study attempts to investigate Jokowi's leadership representation in his second period of service. The method used in this study is discourse analysis. The results showed that Jokowi is devising an Indonesiacentred leadership style. It is particularly reflected by the development of east Indonesia which had previously never been prioritized. His figure attached by simplicity and warmth has attracted people's attention to get closer to him as he successfully conveyed his messages through media.

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“…Much work in the field has focused on how power changes hands in democratic regimes (see, for example, Bynander and ‘t Hart, 2006, 2008; Helms, 2018; Horiuchi et al, 2016; ‘t Hart, 2007; ‘t Hart and Uhr, 2011b; Worthy, 2016). More recently, this work has come to be complemented by valuable comparative assessments of successions in democratic politics and business (see, for example, Bynander and ‘t Hart, 2017; Farah et al, 2019). This article seeks to make a distinctive contribution to the comparative study of leadership succession by looking into the politics of succession in democratic and non-democratic regimes, the latter of which have to date been overwhelmingly treated as a separate species in the succession literature (see, for example, Ambrosio and Tolstrup, 2018; Brownlee, 2007; Egorov and Sonin, 2014, 2015; Frantz and Stein, 2012, 2017; Kendall-Taylor and Frantz, 2016).…”

Section: Introductionmentioning

confidence: 99%

Leadership succession in politics: The democracy/autocracy divide revisited

Helms

2020

The British Journal of Politics and International Relations

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Leadership succession marks a truly ubiquitous phenomenon with manifold and wide-ranging implications, which explains the major attention that issues of succession have received in the international literature. Most contributions to the field continue, however, to focus on political succession in either democratic or non-democratic regimes. This article develops an integrated perspective on key aspects of leadership succession at the level of political chief executives in democracies and autocracies. A comparative assessment across time and space reveals several features that challenge established notions, and stereotypes, of leadership succession in democratic and autocratic regimes. The empirical ambivalences identified suggest that the way leaders come to and fall from power should be made a more explicit part of conceptualisations of political regimes, and comparative evaluations of their respective democratic quality.

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Leadership succession in different types of organizations: What business and political successions may learn from each other

Cited by 41 publications

References 201 publications

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Sustainable Career Development of Newly Hired Executives—A Dynamic Process Perspective

Leadership Representation of Jokowi Post-Presidential Election in Indonesia

Leadership succession in politics: The democracy/autocracy divide revisited

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