The effects of managerial transition training on organizational performance

Purpose – The purpose of this paper is to examine the effects of a self‐managed transition process on the performance of mid‐level managers, specifically company commanders serving in the US Army. Design/methodology/approach – The transition process provided the new commanders with a flexible outline of topics used for interviewing key personnel within the larger organization (battalion) prior to and immediately following assumption of command. The authors measured the performance of commanders using a standardized Battalion Command Evaluation Form completed by the battalion commander. In addition, the effects of leader experience and locus of control were examined. Findings – It was found that use of the transition process enhanced the performance of company commanders who had an external locus of control and/or did not come directly from a job proximal to command. Research limitations/implications – The paper provides a model that can be used with mid‐level managers in order to minimize the performance deficit often associated with turnover. Originality/value – Most research on managerial transition has focused on upper‐level management. The paper examines mid‐level managerial turnover and provides new information about how means and opportunities can affect leader effectiveness.