Interim succession: Temporary leadership in the midst of the perfect storm

Christine H. Mooney; Matthew Semadeni; Idalene F. Kesner

doi:10.1016/j.bushor.2013.05.005

Interim succession: Temporary leadership in the midst of the perfect storm

Christine H. Mooney, Matthew Semadeni, Idalene F. Kesner

Research output: Contribution to journal › Article › peer-review

14 Scopus citations

Abstract

The corporate governance environment has changed. The rate of CEO successions is naturally trending up, succession planning is in dire need of repair, and boards are under increasing pressure to focus on oversight. This confluence of events creates a 'perfect storm.' Within this new environment, interim successions are on the rise. But is it all bad news? This article explores the decision of corporate directors to use temporary chief executive officers (CEOs) and the roles served by these interim leaders. We include a typology of interim CEOs and prescribe the contexts in which organizations can strategically pursue this type of succession. We conclude with a list of recommendations for how boards can most effectively manage interim leadership in the new corporate governance environment.

Original language	English (US)
Pages (from-to)	621-633
Number of pages	13
Journal	Business Horizons
Volume	56
Issue number	5
DOIs	https://doi.org/10.1016/j.bushor.2013.05.005
State	Published - Sep 1 2013
Externally published	Yes

Keywords

Board decision making
CEO succession
Corporate governance
Interim leadership
Leadership pipeline
Succession planning

ASJC Scopus subject areas

Business and International Management
Marketing

Access to Document

10.1016/j.bushor.2013.05.005

Cite this

@article{1315c70ee24f457da0b2092bae926cf9,

title = "Interim succession: Temporary leadership in the midst of the perfect storm",

abstract = "The corporate governance environment has changed. The rate of CEO successions is naturally trending up, succession planning is in dire need of repair, and boards are under increasing pressure to focus on oversight. This confluence of events creates a 'perfect storm.' Within this new environment, interim successions are on the rise. But is it all bad news? This article explores the decision of corporate directors to use temporary chief executive officers (CEOs) and the roles served by these interim leaders. We include a typology of interim CEOs and prescribe the contexts in which organizations can strategically pursue this type of succession. We conclude with a list of recommendations for how boards can most effectively manage interim leadership in the new corporate governance environment.",

keywords = "Board decision making, CEO succession, Corporate governance, Interim leadership, Leadership pipeline, Succession planning",

author = "Mooney, {Christine H.} and Matthew Semadeni and Kesner, {Idalene F.}",

year = "2013",

month = sep,

day = "1",

doi = "10.1016/j.bushor.2013.05.005",

language = "English (US)",

volume = "56",

pages = "621--633",

journal = "Business Horizons",

issn = "0007-6813",

publisher = "Elsevier Limited",

number = "5",

}

TY - JOUR

T1 - Interim succession

T2 - Temporary leadership in the midst of the perfect storm

AU - Mooney, Christine H.

AU - Semadeni, Matthew

AU - Kesner, Idalene F.

PY - 2013/9/1

Y1 - 2013/9/1

N2 - The corporate governance environment has changed. The rate of CEO successions is naturally trending up, succession planning is in dire need of repair, and boards are under increasing pressure to focus on oversight. This confluence of events creates a 'perfect storm.' Within this new environment, interim successions are on the rise. But is it all bad news? This article explores the decision of corporate directors to use temporary chief executive officers (CEOs) and the roles served by these interim leaders. We include a typology of interim CEOs and prescribe the contexts in which organizations can strategically pursue this type of succession. We conclude with a list of recommendations for how boards can most effectively manage interim leadership in the new corporate governance environment.

AB - The corporate governance environment has changed. The rate of CEO successions is naturally trending up, succession planning is in dire need of repair, and boards are under increasing pressure to focus on oversight. This confluence of events creates a 'perfect storm.' Within this new environment, interim successions are on the rise. But is it all bad news? This article explores the decision of corporate directors to use temporary chief executive officers (CEOs) and the roles served by these interim leaders. We include a typology of interim CEOs and prescribe the contexts in which organizations can strategically pursue this type of succession. We conclude with a list of recommendations for how boards can most effectively manage interim leadership in the new corporate governance environment.

KW - Board decision making

KW - CEO succession

KW - Corporate governance

KW - Interim leadership

KW - Leadership pipeline

KW - Succession planning

UR - http://www.scopus.com/inward/record.url?scp=84882574984&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84882574984&partnerID=8YFLogxK

U2 - 10.1016/j.bushor.2013.05.005

DO - 10.1016/j.bushor.2013.05.005

M3 - Article

AN - SCOPUS:84882574984

SN - 0007-6813

VL - 56

SP - 621

EP - 633

JO - Business Horizons

JF - Business Horizons

IS - 5

ER -

Interim succession: Temporary leadership in the midst of the perfect storm

Abstract

Keywords

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this