Leadership transitions are either formal, with a change in job title and sphere of authority, or informal. Examples of formal leadership transitions include vertical transitions (promotions to a higher rank), lateral transitions (moving to a different part of the business), and geographic transitions (moving to a different country or market).
But managers often go through invisible leadership transitions, with additions to the nature or scope of their leadership roles without any changes in their official positions. This has been especially true during the COVID-19 crisis, with organizations under immense pressure to launch new business models and leaders taking on new tasks and obligations. Job transitions have skyrocketed, and, for many, substantial role changes have taken place without changes in their job’s title, description, or authority. Transitions have become increasingly informal and invisible.
To understand the unique challenges of these hidden leadership transitions, we surveyed 396 managers between April and July 2020. Respondents had roles across hierarchical levels, ranging from first-line managers to board members, with 76% at middle management or above. About half (55%) had transitioned into a role in Germany, and the other half (45%) into a role elsewhere.
We wanted to find out three things: How do managers experience these challenges? What factors are significant to this experience? And what lessons can executives and organizations draw from these stories to better manage such passages?