Development Review Integrative Literature Review: Increasing Retention and Success of First-Time Managers: A Model of Three Integral Processes for the Transition to Management
Restricted accessReview articleFirst published online March, 2011
Development Review Integrative Literature Review: Increasing Retention and Success of First-Time Managers: A Model of Three Integral Processes for the Transition to Management
Making the transition to management is one of the most difficult challenges first-time managers face. Organizations pay for the failure of first-time managers and benefit from their success. The purpose of this article is to challenge Hill’s (1992) argument that the transition to management involves two processes: “a process of learning from experience” and “a transformation of professional identity” (p. 121) and suggest a third process—building leadership potential. We also contend that transformative learning (Mezirow, 1991) is central to all three processes.
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