Date of Award
Master of Science
James R. VanScotter, PhD
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.
DTIC Accession Number
Young, Todd M., "The Effects of Managerial Succession on Air Force Members" (1996). Theses and Dissertations. 6252.