Todd M. Young

Date of Award

9-1996

Document Type

Thesis

Degree Name

Master of Science

First Advisor

James R. VanScotter, PhD

Abstract

Managerial succession causes disruption that impacts the incoming leader and members of the organization. Yet, surprisingly, there has been little research investigating the effects of succession on Air Force members. This study investigated four typical reactions to succession that seemed likely to be experienced by most employees. They included changes in: (1) member's attitudes about their job, (2) member's attitudes about their leader's behavior, (3) member's behavior on the job, and (4) the leader's behavior (as observed by the members). The mean responses of workers from organizations that had recently experienced succession (i.e., the supervisor has been in place for four months or less) were compared with the responses of members in organizations that had not experienced succession in at least one year. There were significant differences in three of the four areas-member's attitudes, member's attitudes about the leader, and the leader's behavior. The analysis also showed that members who have recently joined an organization experience different leader behaviors than those who have been in the organization longer.

AFIT Designator

AFIT-GCM-LAR-96S-11

DTIC Accession Number

ADA319740

Comments

Presented to the Faculty of the Graduate School of Logistics and Acquisition Management of the Air Force Institute of Technology

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