MANAGING TRANSITION: EXPLORATION STRATEGIES IN THE PROCESS TO BE A LEADER

Abstract

This study aims to explore the experience of the process of transition to a leadership position, focusing on the strategies that leaders adopt to keep their exploratory behavior active during the transitioning process. The research adopts a qualitative methodology, with life history interviews, in two separate moments. The data reveal the following strategies to keep exploratory behavior active: developing skills; relaxation activities; self-reflection; being close to employees; and support from family, friends, and peers. Based on the Theory of Attachment Based Exploratory Interest Sharing, the study assumes the importance of investing in the analysis of the exploratory and developmental dynamics of leaders and their contexts to enhance the quality and effectiveness of leadership in organizations.