| While there is some clarity about the capabilities needed at different levels of large-organization management careers and some findings from previous literature concerning possible factors that may contribute to success in lower-level transitions, there is a dearth of research examining the factors that enable effective transitions from manager of managers to functional manager, especially in an Information Technology (IT) role. This exploratory study fills the gap in the literature; identifying factors that may contribute to the successful transition of IT manager of managers to the functional manager, or director, level.;Through an analysis of the participating directors' accounts, four factors emerged as influential: preparation, work requirements changes, work behavior changes, and internal attitudes and approaches. The accounts revealed that preparation for their functional manager role was gained through previously challenging job assignments. The data also demonstrated a significant change in work requirements in the functional manager, or director, role. Because of this change, participant accounts reveal multidimensional shifts in their work behaviors to accommodate the new requirements. Finally, in describing the approaches they believed enabled their successful transition, participant accounts provided valuable insights into how individuals adapt to complex change and managerial transitions.;This study has possible implications in the selection, development, and on-boarding of IT directors. Recently promoted directors could receive training or coaching in the new work requirements, work behavior shifts, and transition strategies and approaches. Further studies can explore whether these results are consistent in other companies, for transitions in other functions, such as human resources or finance, and for line managers Studies could be conducted to determine if the transition approaches identified in this study also contribute to effective transitions at other levels of the Leadership Pipeline (Charm et al., 2001).;The study draws from the Leadership Pipeline (Charm, Droller, and Noel, 2001) framework. Eight vice presidents identified exceptionally performing functional managers. In addition, identified participants were required to have received high performance ratings in the company review process and currently be managing employees. Fourteen IT directors from a global Fortune 20 high-technology company participated in in-depth interviews. |
