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Leadership Changes and Approaches During Company Turnaround

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  • Conor O'Kane
  • James Cunningham

Abstract

This study examines the effect of leadership changes on (1) the initiation of organizational turnarounds, (2) turnaround performance, and (3) the leadership approaches adopted. Set in an Irish context, we use four in-depth case studies purposefully selected at different stages of the turnaround process. In our findings we describe under what circumstances chief executive officer (CEO) changes are likely; the importance of humility, trust, and integrity to turnaround leadership; and why certain companies might purposefully delay the implementation of CEO changes. In addition, we found that newly appointed outsider CEOs and insider leaders who are not replaced are differentiated in the manner by which they manage expectations and implement retrenchment-oriented moves at the outset of the turnaround process.

Suggested Citation

  • Conor O'Kane & James Cunningham, 2012. "Leadership Changes and Approaches During Company Turnaround," International Studies of Management & Organization, Taylor & Francis Journals, vol. 42(4), pages 52-85, January.
    • Handle: RePEc:taf:mimoxx:v:42:y:2012:i:4:p:52-85
    DOI: 10.2753/IMO0020-8825420403
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    Cited by:

    1. Carla Morrone & Alberto Tron & Federico Colantoni & Salvatore Ferri, 2023. "The Different Impact of Top Executives’ Turnover on Healthy and Restructured Companies," International Journal of Business and Management, Canadian Center of Science and Education, vol. 17(1), pages 1-17, February.
    2. Syaza Shukri, 2019. "Changing Strategy by Turkey’s AKP: The Learning Curve Theory," Millennial Asia, , vol. 10(2), pages 148-166, August.

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