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The file could not be created.Show moreIn spite of enormous changes occurring routinely within organizations and the resulting movement of managers, there is only limited research on management transitions and even less research on the effects the transitions have on those being managed. Because of its potential to be a factor in organizational performance and competitiveness, employee engagement and well-being, has recently been receiving significant attention both in the practitioner and academic worlds. However, there is a dearth of research available on what occurs with employee engagement and well-being during management transitions. Our findings effectively illustrate the various states that employees function in during management transitions and provide best practices for managers taking the lead of new teams.
Doctorate of Management Programs
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Show moreToday, there are more and more professionals who are or will be transitioning into new geographies, industries, companies, roles and, most importantly, new lives. Some current studies indicate that increasing the number of transitions has a negative correlation with a person?s sense of well-being. But some professionals experience an increase in well-being. Although there is an abundance of literature about coping strategies and adaptation for those in the first, negatively affected group, there is little written about individuals who thrive while transitioning. This paper reports on a qualitative study of the second, positively affected group, driven by motivations beyond seeking earnings maximization and who are not purely capitalist oriented in order to: 1) characterize lived experiences of thriving in multiple transitions; 2), explain mechanisms associated with thriving in an age of flux; and 3) develop a model of cognitive processes displayed by professionals who thrive from experiencing multiple transitions.
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