UNPLANNED EXECUTIVE TRANSITIONS AND THE DANCE OF THE SUBIDENTITIES

This is a study of a non-routine transition in an academic setting. Af ter studying the processes of executive succession, succession plannin g, and executive development for many years, I found myself serving as Acting Dean of a school of management following the sudden resignatio n of the dean. This article is an account of my personal journey throu gh that process, using subsidentity theory as a way of understanding t he experience. This article compares my own transition experiences wit h the theories of subsidentity change and executive succession. It als o identifies implications for future research based upon the differenc es observed, such as the perceived or virtual permanence of the acting administration. The conclusion offers recommendations for practice, s uch as the need for clarity of role expectations, strong leadership, a nd clear strategic direction; the value of a long hand-off process; an d the utility of planned transition events. (C) 1995 by John Wiley & S ons, Inc.