<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new job roles. The study employs Bridges’ Transition Model to examine the internal obstacles and adaptive measures that emerge during the transitional phase, with a specific emphasis on the psychological dimensions of the transitions. The study utilised a qualitative research methodology and grounded theory approach that involved conducting in-depth interviews and analysing relevant documents to investigate the experiences of leaders and managers in the context of organisational transitions. The results of the study offer significant contributions to the field of organisational management, particularly in the area of leadership succession planning. The findings shed light on effective strategies for managing leadership transitions, promoting smoother transitions, and providing adequate support to individuals in leadership positions during periods of organisational change.</p>
</abstract>

This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new job roles. The study employs Bridges’ Transition Model to examine the internal obstacles and adaptive measures that emerge during the transitional phase, with a specific emphasis on the psychological dimensions of the transitions. The study utilised a qualitative research methodology and grounded theory approach that involved conducting in-depth interviews and analysing relevant documents to investigate the experiences of leaders and managers in the context of organisational transitions. The results of the study offer significant contributions to the field of organisational management, particularly in the area of leadership succession planning. The findings shed light on effective strategies for managing leadership transitions, promoting smoother transitions, and providing adequate support to individuals in leadership positions during periods of organisational change.

Navigating Psychological Crises in Leadership Transitions

Management Dynamics in the Knowledge Economy

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

{"article-title":"Navigating Psychological Crises in Leadership Transitions"}

This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new...

Navigating Psychological Crises in Leadership Transitions

Data publikacji: 06 paź 2023

Zakres stron: 286 - 305

Otrzymano: 16 cze 2023

Przyjęty: 24 sie 2023

DOI: https://doi.org/10.2478/mdke-2023-0018

Słowa kluczowe
psychological crises, leadership transitions, private higher education institutions, bridges’ transition model, job role transitions

© 2023 Abneer E Samuel et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Navigating Psychological Crises in Leadership Transitions

Data publikacji: 06 paź 2023

Zakres stron: 286 - 305

Otrzymano: 16 cze 2023

Przyjęty: 24 sie 2023

DOI: https://doi.org/10.2478/mdke-2023-0018

Słowa kluczowepsychological crises, leadership transitions, private higher education institutions, bridges’ transition model, job role transitions

© 2023 Abneer E Samuel et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Słowa kluczowe
psychological crises, leadership transitions, private higher education institutions, bridges’ transition model, job role transitions