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Are leadership positions with high turnover rates "haunted"?
This research brief investigates why certain leadership positions experience high turnover rates, attributing the phenomenon to "position imprints"—enduring expectations established by the first incumbent. Drawing from a study by Burton and Beckman (2007) of 1,400 executives across 169 Silicon Valley firms, the findings reveal that successors face heightened turnover risks when following position creators with atypical functional backgrounds (e.g., a sales expert filling a human resources role). These founders mold roles to their unique skills, creating legacy expectations that constrain successors, especially those with mismatched expertise. For instance, successors with finance backgrounds faced higher turnover when replacing a sales-oriented founder-CEO. The study highlights how early role definitions in entrepreneurial firms—often shaped by necessity rather than ideal qualifications—create long-term challenges for talent retention. Organizations are advised to: (1) acknowledge historical imprints during succession planning, (2) align successor profiles with founder legacies, and (3) clarify evolving role expectations to mitigate turnover. By addressing these "haunted" positions, firms can break cycles of instability and foster sustainable leadership transitions.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| AMP2104 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Briarcliff Manor, NY: Academy of Management 2007 |
|---|---|
| Edisi | Vol. 21, No. 4, Nov., 2007 |
| Subjek | Executive succession Talent retention leadership turnover organizational legacy successor challenges entrepreneurial firms |
| ISBN/ISSN | 15589080 |
| Klasifikasi | NONE |
| Deskripsi Fisik | 3 p. |
| Info Detail Spesifik | Academy of Management Perspectives |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas |