Leadership liabilities of newly appointed managers: arrive prepared

摘要

New CEOs and other key managers who are appointed or promoted withinrnorganizations to head divisions, teams or projects are all likely to learn over time that managing in their new positions is only part of how their success will be achieved.rnThe critical other part is whether or not they become accepted as leaders, which often determines the success or failure of their management careers.rnResearch on leadership, which mostly investigates characteristics, styles, actions, action logics, situational contexts, interactions, doesn't offer a simple, certain model for mastering leadership. And though many articles and books purport to be reliable guides to becoming leaders, few if any deliver what they promise.[1] In contrast to the many advice books, little attention has been paid to responding to the set of liabilities new managerial appointees must contend with that limit their capacity to lead successfully. These liabilities[2] are the preconditions - for example, a dysfunctional culture, inherited consequences of bad decisions, misleading data - that act as obstacles to effective leadership and strategy implementation.