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Leadership mindsets: Why new managers fail and what to do about it

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  • Crane, Bret

Abstract

It is not a secret that many leadership development programs are not producing intended results, and the majority of first-time managers are ineffective. Even though organizations prioritize leadership development, most companies recognize that their programs need improvement in selecting and developing first-time managers. Perhaps it is time to reconsider the assumptions that these programs are based on. First, while organizations tend to promote high-performing individual contributors, the mindsets of an effective individual contributor do not translate to effective leadership mindsets. Second, leadership development programs generally assume that new managers can change behavior by focusing on skill development. These programs fail to identify, name, and address the underlying mindsets that influence individual action. In this article, I highlight research on leadership and leadership mindsets that can replace the flawed assumptions of underperforming leadership selection and training programs. Building on leadership mindset research, I make recommendations to help organizations better select and train new managers.

Suggested Citation

  • Crane, Bret, 2022. "Leadership mindsets: Why new managers fail and what to do about it," Business Horizons, Elsevier, vol. 65(4), pages 447-455.
    • Handle: RePEc:eee:bushor:v:65:y:2022:i:4:p:447-455
    DOI: 10.1016/j.bushor.2021.05.005
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    References listed on IDEAS

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    1. Peter Andrew Heslin & Lauren Keating, 2017. "In learning mode? : The role of mindsets in derailing and enabling experiential leadership development," Post-Print hal-02312161, HAL.
    2. Cremer, David De & Knippenberg, Daan van, 2004. "Leader self-sacrifice and leadership effectiveness: The moderating role of leader self-confidence," Organizational Behavior and Human Decision Processes, Elsevier, vol. 95(2), pages 140-155, November.
    3. Gottfredson, Ryan K. & Reina, Christopher S., 2021. "Illuminating the foundational role that mindsets should play in leadership development," Business Horizons, Elsevier, vol. 64(4), pages 439-451.
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    1. Arnold Pabian & Barbara Pabian, 2022. "Profile of a Sustainable Manager from the Perspective of Pro-Ecological and Pro-Social Management of Energy Company," Energies, MDPI, vol. 15(4), pages 1-16, February.

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