Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
21,634
result(s) for
"leadership succession"
Sort by:
Outsider leadership : insights and interviews from business leaders
Encompassing interviews with managing directors and CEOs, this book explores the role of business outsiders as leaders. Viewing the term 'outsider' in a broad sense, the book considers leader background, perspective, gender, training and family membership and examines the implications, challenges and benefits brought by outsider leaders to their respective business environments. The authors explore questions and themes such as how outsider leaders can enrich an organisation, the importance of relationships and adopting a 'hybrid' approach, illuminated by interviewee perspectives. Introducing discussion and analysis through these narratives, Outsider Leadership distils commonalities to frame understanding of their experiences.
Book
Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy
We examine how leadership transition affects firm performance in emerging economies. Building upon the social embeddedness and neo-institutional perspectives, we argue for the importance of alignment between successor origin and social context for firm performance. We suggest that as a baseline outside successors enhance firm profitability because of the large-scale and rapid changes in emerging markets. However, this outsider premium is reduced in firms embedded in family and business group relationships, where family and inside successors can better access network resources. But the outsider premium is amplified in firms embedded in a mature market-based logic, such as high tech or foreign invested firms, because the perceived legitimacy of outsiders facilitates resource acquisition. Our arguments are supported through the analysis of Taiwanese listed firms between 1996 and 2005.
Journal Article
Transitions at the top : what organizations must do to make sure new leaders succeed
\"Many books have been written for new CEOs on what they need to do when they take charge at a new company, but few focus on what the rest of the organization has to do to set up the new leader--and the rest of the organization--for success. During any transition of C-suite leadership, the board of directors, the outgoing CEO (if there is one), the Chief Human Resources Officer, and other influential senior executives all play a crucial role in achieving a successful transition. What does it take to focus the organization, culture, systems, and processes so that the entire company lays a foundation for success?Transitions at the Top tells companies everything they need to know to successfully maintain continuity as one leader passes the mantle of responsibility to a successor, spanning the steps & events from the point that a candidate for a top position accepts the offer, all the way through to the point that a critical mass of followers accepts him/her as the established leader. The book includes advice for each role who will be managing the transition\"-- Provided by publisher.
Book
Winning the Game of Thrones
Under what conditions can dictatorships manage peaceful leadership transitions? This article argues that constitutional succession rules are critical for modern dictatorships, contrary to the predominant scholarly focus on hereditary succession or parties. An effective succession rule needs to solve dual problems of peaceful exit and peaceful entry. First, the rule must enable incumbents to exit power peacefully by reducing coup threats. Second, the rule must empower the designated successor to ensure that they can enter power peacefully. Constitutional rules help solve both problems, and are particularly effective when they appoint the vice president as the designated successor. The vice president’s access to material resources deters other factions from challenging the succession procedure, whereas designating successors without a power base is ineffective. Using original data on constitutional rules in African autocracies, I show that regimes that formally designate the vice president as the successor are more likely to undergo peaceful transitions.
Journal Article
Leading together: Intergenerational church leadership through the C.H.A.I.N. model
This article addresses the urgent need for sustainable intergenerational leadership within contemporary church contexts, particularly in Southeast Asia, where traditional hierarchical models often marginalise younger leaders. Drawing from the contrasting biblical narratives of Saul’s failed leadership transition and Moses’ successful mentorship of Joshua, the study develops a theologically grounded and contextually relevant framework for leadership succession. The proposed C.H.A.I.N. model: Calling, Honour, Alignment, Investment and Navigation, offers an integrative approach emphasising spiritual formation, mutual respect across generations, strategic coherence and Spirit-led transition. Employing qualitative theological research and narrative analysis, the article synthesises biblical insights with contemporary leadership theory to construct a model applicable to diverse ecclesial settings. The findings reveal that effective leadership regeneration is not merely organisational but deeply spiritual, requiring intentional mentoring, public affirmation and communal discernment. This article contributes a novel theological framework to guide churches in nurturing generational continuity, mission alignment and leadership resilience for the future.ContributionThis study offers a theologically grounded and contextually relevant model for intergenerational church leadership, bridging biblical narrative with practical ministry frameworks to support sustainable succession in diverse ecclesial contexts.
Journal Article
Three Levels of Authoritarian Legitimacy
Who does a personalist authoritarian ruler designate as their successor, and what makes the transition of presidency to them peaceful in the short term? This article argues that these questions can be fruitfully approached from the perspective of political legitimacy, thus contributing to the further conceptualization of legitimacy in autocracies. By analyzing the 2019 leadership succession in Kazakhstan, the article develops a model of multi-level legitimacy that differentiates between three interconnected levels of legitimacy enjoyed by political actors among the general population, the elite, and the international community. The article tracks the legitimation process and the estimated level of legitimacy of three key political actors (Nazarbaev, Tokaev, and Nazarbaeva) from the immediate pre-resignation period until the political crisis of January 2022, covering both phases of succession: Nazarbaev’s exit from and Tokaev’s entry to power. To estimate the actors’ level of legitimacy on the three analytical levels of the model, the article draws from a diverse dataset consisting of public opinion polls, expert commentary, and international actors’ statements. The article finds that in the initial transition process, the estimated level of legitimacy enjoyed by both Nazarbaev and Tokaev was relatively high in all three levels, in contrast to Nazarbaeva’s. It argues that Nazarbaev’s and Tokaev’s legitimacy contributed to the transition’s initial peaceful nature, but Nazarbaeva’s legitimacy deficit resulted in her marginalization in the succession process. The political turmoil of January 2022 demonstrates that a succession that is peaceful in the short term can paradoxically contain the seeds of a succession conflict erupting later.
Journal Article