| Interim leadership roles are found in virtually every functional discipline and across virtually every type of organization. Although ubiquitous, research into this management discipline has been sparse. The concept of interim leadership draws on previous research in organizational planning, particularly succession planning. Building on this foundation, more recent research into interim leadership since the 1990s delineates and informs this management role and differentiates it from other similar roles such as executive consultant and external interim leadership. In order to integrate the available research into a cohesive set of results and findings, this study employs a systematic review with a realist synthesis and its associated C-M-O (Context, generative Mechanism, and Outcome) logic. Drawing from 42 unique studies, this research identifies a set of 17 specific factors that describe and influence outcomes of this unique management role, interim leadership. The results inform both researchers and practitioners through a thorough understanding of interim leadership and its implications on organizational policy and planning ultimately manifest through organizational performance implications. These research findings also aid practitioners in understanding and assessing various options and influential factors affecting an interim leadership role when drawing from internal personnel to fill a leadership position vacated through a disruptive event. An assessment tool and associated guidelines can support practitioners with these challenges. Scholars can draw upon the study's findings to further their understanding and research agendas associated with interim leadership. The study's findings also provide a clear differentiation between ranges of similar term-limited leadership roles helping to clarify the problem space. |
