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Leadership succession and organizational success: when do new chief executives make a difference?

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  • George A. Boyne
  • Oliver James
  • Peter John
  • Nicolai Petrovsky

Abstract

When do new chief executives in the public sector make a difference to organizational performance? Theory suggests that executive succession has both adaptive and disruptive effects on public organizations, and the balance between these is likely to depend on the performance of the organization in the period before a new top manager takes office. We test this proposition on several years of data on all 148 English principal local authorities. Our results suggest that chief executive succession makes a difference to performance, and that succession has a positive effect where prior performance is low, but a negative effect where it is high .

Suggested Citation

  • George A. Boyne & Oliver James & Peter John & Nicolai Petrovsky, 2011. "Leadership succession and organizational success: when do new chief executives make a difference?," Public Money & Management, Taylor & Francis Journals, vol. 31(5), pages 339-346, September.
    • Handle: RePEc:taf:pubmmg:v:31:y:2011:i:5:p:339-346
    DOI: 10.1080/09540962.2011.598345
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    References listed on IDEAS

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    1. Anderson, T. W. & Hsiao, Cheng, 1982. "Formulation and estimation of dynamic models using panel data," Journal of Econometrics, Elsevier, vol. 18(1), pages 47-82, January.
    2. Jonah E. Rockoff, 2004. "The Impact of Individual Teachers on Student Achievement: Evidence from Panel Data," American Economic Review, American Economic Association, vol. 94(2), pages 247-252, May.
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    Cited by:

    1. Jau Yang Liu, 2018. "An Integrative Conceptual Framework for Sustainable Successions in Family Businesses: The Case of Taiwan," Sustainability, MDPI, vol. 10(10), pages 1-21, October.

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