The impact of leadership succession on individuals in work groups

The model developed combines attachment and emotional appraisal theories with relational approaches to leadership to help understand individual affective reactions to leadership succession. An individual\u27s quality of the relationship (QR) with the prior leader determines the affective reaction to the departure of the leader of a work group and these reactions drive subsequent changes in work attitudes and turnover. Affective reactions impact the formation of initial trust relationships between new leaders and group members which then impact group work processes and performance. Four studies were used to test propositions from the theory. In a simulation involving standing groups experiencing a change in leadership, groups experienced increases in levels of negative affect (NA) as a function of the QR with the prior leader. The intensity of this NA reaction predicted the initial trust evaluation of the new leader. The findings were tested using structured interviews in field settings. Employees of 11 veterinary hospitals that experienced leadership changes were interviewed within three months of the event. Results broadly confirm the proposition that QR with the prior leader predicts affective reactions to the event. In both sets of interviews positive affective reactions (PA) to the event and initial trustworthiness evaluations of ability and benevolence of the incoming leader were related. Finally, using archival employee attitude and turnover data matched to a post-event survey administered in 13 hospitals experiencing succession events found significant results linking QR with the prior leader to PA and NA reactions, and these reactions were linked to trust evaluations of the new leader. A test of archival employee data revealed a positive relationship between LMX with the prior leader and an increased likelihood of turnover after the succession event