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Management article
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Reference no. 88107
Authors: Manfred FR Kets de Vries (INSEAD)
Published by: Harvard Business Publishing
Published in: "Harvard Business Review", 1988
Length: 5 pages
Topics: Executives; Leadership; Managerial behavior; Managerial selection; Retirement; Succession planning
Share a link: https://casecent.re/p/47271
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Abstract

A leadership change in a company is unsettling. Key players may act on unconscious feelings that can disrupt and possibly sabotage a sensible succession process. The CEO, board, and other top managers are most vulnerable to these forces when the CEO first recognizes the need to retire, when the successor is chosen, and when the new CEO takes charge.
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Abstract

A leadership change in a company is unsettling. Key players may act on unconscious feelings that can disrupt and possibly sabotage a sensible succession process. The CEO, board, and other top managers are most vulnerable to these forces when the CEO first recognizes the need to retire, when the successor is chosen, and when the new CEO takes charge.

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Sorry, this product has no related items.