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Management article
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Reference no. U0110B
Authors: James W. McFarland (University of Houston)
Published by: Harvard Business Publishing
Published in: "Harvard Management Update", 2001
Length: 2 pages
Topics: Leadership; Management of change; Management styles; Managerial behavior; Personal strategy & style; Succession planning; Work force management
Share a link: https://casecent.re/p/41973
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Abstract

Making the transition to a new leadership role is difficult enough; replacing a legend can intensify the challenge. Although succeeding a much-admired leader can have its advantages, it can also be a minefield of unspoken expectations. Learn how you can uncover and address tensions between your predecessor''s legacy and the new mandate that you''ve been given. Includes a sidebar on two drugstore chain owners'' very different approaches to choosing their successors.
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Abstract

Making the transition to a new leadership role is difficult enough; replacing a legend can intensify the challenge. Although succeeding a much-admired leader can have its advantages, it can also be a minefield of unspoken expectations. Learn how you can uncover and address tensions between your predecessor''s legacy and the new mandate that you''ve been given. Includes a sidebar on two drugstore chain owners'' very different approaches to choosing their successors.

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