ARTICLE IN PRESS

Perspective

Transitional Leadership:
Leadership During Times of
Transition, Key Principles, and
Considerations for Success
Alexander Norbash, MD, MS

Rationale and Objectives: To suggest a methodical approach for refining transitional management abilities, including empowerment
of a growing leader, leading in an unfamiliar organization or leading in an organization that is changing.
Materials and Methods: Management approaches based on the body of work dealing with leadership studies and transitions and
dealing with leadership during times of transition and change management were consolidated and categorized.
Results: Transitional leaders can benefit from effective leadership training including defining and prospectively accruing necessary ex-
periences and skills; strengthening information gathering skills; effectively self-assessing; valuing and implementing mentoring; formulating
strategy; and communicating.
Conclusions: A categorical approach to transitional leadership may be implemented through a systems-based and methodical ap-
proach to gaining the definable, and distinct sets of skills and abilities necessary for transitional leadership success.
Key Words: Leadership; change; transition; management.
© 2017 The Association of University Radiologists. Published by Elsevier Inc. All rights reserved.

INTRODUCTION concerned, typically not having had to bear such responsi-

bilities. In such cases, new section heads may need to learn

S
ection chiefs and department chairs are often re-
about new domains of knowledge such as mentoring systems
cruited for leadership positions as external candidates.
and approaches. New department chairs similarly need to
These leaders try to adapt to increased responsibility
learn about a new and expanded domain of financial
while trying to understand an unfamiliar organization. Es-
management, in addition to assuming responsibility for
tablished leaders may also find their own familiar organization
strategy setting in areas that they may be unfamiliar with. A
changing, either intentionally or unintentionally. These all can
department chair who is a neuroradiologist still assumes
be considered examples of transitional leadership.
responsibility for the institutional strategy where musculo-
Section chiefs, such as a neuroradiology section chief,
skeletal imaging is concerned, necessitating effective and
may step into a position requiring strategic direction setting,
expanded delegation. Delegation itself is an essential task for
service schedule formulation and maintenance, professional
leaders who may have received little formal attention in
development of their sectional faculty, and interfacing with
new leaders’ preceding posts.
non-neuroradiologists where policy and process are con-
Promotions in the case of both section chiefs and depart-
cerned. Department chairs will often be responsible for the
ment chairs can happen internally or externally. An individual
same responsibilities on an expanded departmental rather
promoted internally may be seen as being given systemic en-
than sectional scale, in addition to having greater budgetary
dorsement for an existing strategy and culture, whereas new
and financial responsibilities. New section heads may be
imported leaders may believe they carry a more substantial
challenged by the increased responsibility they face where
change mandate. Similarly, an internal promotion may be seen
scheduling and the professional development of others are
as undervalued and therefore securing a lesser recruitment
package. Presumably, an outsider in most instances necessi-
Acad Radiol 2017; ■:■■–■■
tates a higher minimum activation energy than an insider to
From the University of California, San Diego, School of Medicine, 402 Dickinson
Street, Suite 454, San Diego, CA 92103. Received September 23, 2016; revised motivate the outside candidate’s move to a new institution
January 1, 2017; accepted January 5, 2017. Address correspondence to: A.N. and possibly a new geographic location. To an even greater
e-mail: anorbash@ucsd.edu
degree, a temporary or ad interim position is considered limited
© 2017 The Association of University Radiologists. Published by Elsevier Inc.
All rights reserved.
in negotiating ability, because the negotiation position is even
http://dx.doi.org/10.1016/j.acra.2017.01.005 weaker than a permanent internal candidate.

1
NORBASH Academic Radiology, Vol ■, No ■■, ■■ 2017

Whether leaders or their organizations are in transition,
certain principles and considerations are supported by the lead-
ership body of knowledge. These considerations include
introspection and thought, information gathering and anal-
ysis, and an understanding of group psychology and effective
communication and engagement (1–7). These tasks and ap-
proaches can be integrated into a series of actions timed far
in advance of seeking a leadership role, during the assess-
ment phase, soon after assuming a new role, and for long-
term security in a new leadership role (Table 1).
Introspection is needed when self-assessing one’s skills and
disposition. Information gathering and analysis is needed when
learning about leadership, when performing a reconnais-
sance of the environment, and when securing the right human
resources. An understanding of group psychology and effec-
tive communication and engagement is necessary when
correctly positioning oneself as a leader between upper man-
agement and one’s charges, when setting clear priorities, and
when focusing on the professional fulfillment of one’s charges.
In this report, “led entity” is intended to refer to the part
of an organization that is led by the transitioning leader, and
“housing organization” refers to the larger organization in which
the led entity is contained. As an example and from the per-
spective of a transitional leader who is a radiology department
chair, the led entity is the radiology department, and the housing
organization is the larger academic medical center. For an
interventional radiology chief, the led entity is the interventional
radiology section, and the immediate housing organization is
the radiology department. The led entity and housing orga-
nization do not always have the same hopes and expectations
for the transitional leader.
Arguably, the degree of difficulty in managing the tripar-
tite academic radiology units and departments has increased
with the passage of time. As financial margins in academic
radiology departments have diminished, the cross-funding op-
portunities for education and unreimbursed research have been
threatened (8). The unique value of academic radiology de-
partments is best demonstrated where translational research
is concerned, specifically referring to the early and facilitated
adoption of research initiatives directly into patient care.
At the same time as translational research is optimized and
facilitated, academic systems are finding the need to explore
and succeed at adaptive models including partnerships, ex-
panded relationships, mergers, and acquisitions. Much of the
present work involves system combinations where academic
medical centers are integrated with or asked to work along-
side community hospitals. Integrating such different cultures
and businesses is neither natural nor straightforward.
Community hospitals do not focus on translational re-
search and do not have a history of recognizing and valuing
the research mission. As such, because the added cost and in-
efficiency of discovery and education are not universally
appreciated, the community-based partners cannot readily rec-
ognize or assess the essential nature of translational research.
To succeed in this space, academic medical centers will need
to more transparently demonstrate the value of discovery and
translation where clinical care and population health are con-
cerned, and to communicate it with their new nonacademic
partners.
INTROSPECTION AND THOUGHT
Appropriate Self-assessment
Honest introspection is necessary when assessing essential skills
and disposition and one’s own suitability for a job. Leadership

TABLE 1.

When to Act What to Do

Before seeking a leadership role
While assessing a leadership opportunity
Soon after assuming a new leadership role
For long-term security in a new leadership role
Secure leadership training.
Gain essential skills and experiences to be competitive.
Assess your own abilities to lead.
Assemble a panel of mentors.
Perform an organizational reconnaissance.
Assess the organization's STARS* state and leadership need.
Identify whether you possess the essential skills and disposition to succeed.
Build your own leadership team.
Connect with line managers to establish control.
Define a strategic intent.
Establish major priorities and goals.
Establish mentoring systems for the employees.
Assure the quality and success of your line managers.
Ensure professional development of employees as a top priority.

The table includes individual considerations for a transitional leader, in each of four time spans. One set of considerations is appropriate
before seeking a leadership role. A second set is intended for consideration as a leadership opportunity is being assessed. A third set is
intended for implementation soon after assuming a new leadership role, and a fourth and final set of tasks is suggested for long-term
security.
* Start-up, turnaround, accelerated growth, realignment, sustained success (Watkins (4)).

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Academic Radiology, Vol ■, No ■■, ■■ 2017
transitions are among the most challenging times in a pro-
fessional’s life, and it is helpful to develop insightful skills in
developing mindfulness (1).
There are a number of character traits and values the emerg-
ing leader should reflect on and consider developing. Emerging
leaders should consider their own disposition and motiva-
tion and their ability to delegate. Leaders should consider their
ability to multitask, absorb, and act on large amounts of in-
complete information, and to engage in “open awareness”
where an individual perceives events and experiences sur-
rounding himself or herself in a nonjudgmental manner (1,2).
The emerging leader should possess self-control and empathy
(2) while recognizing that part of the job almost by neces-
sity involves dealing with conflict (1).
Integrity, outstanding communication skills, self-awareness,
and focus are highly valued in leaders (1–4). Successful leaders
accept responsibilities for their failures. The denial of falli-
bility or fault by a leader can only adversely affect the perception
the organization has of the leader. Denial of fallibility ulti-
mately contributes to a dysfunctional culture of unfairness and
finger-pointing (1).
INFORMATION GATHERING AND ANALYSIS
Learning About Leadership
Leadership training includes didactic education and formal train-
ing, as well as experiences and skills, and should be secured
in advance of leadership investiture. There is a tendency for
leaders to employ previously successful strategies in new cir-
cumstances, situations, and roles; leadership training suggests
examining and understanding a new environment before re-
flexively employing familiar approaches and techniques that
may fail (4). Problems may superficially appear similar yet
demand dissimilar solutions.
Leadership training similar to a technical or clinical disci-
pline consists of a dedicated body of knowledge. Leadership
training includes not only study but also skills and experi-
ences that refine and reframe the leader’s behavior and reactions
(1). The time to learn about leadership and to accrue the es-
sential experiences and skills is before one is called upon to
exercise those skills and abilities.
Formal leadership training often includes a combination of
curricular training whether web-based or in a classroom setting,
in addition to accrual of competencies through increasing re-
sponsibilities. Suitably inclined management and business
schools, the armed forces, and corporations typically provide
leadership training, although the format can vary. Leader-
ship training can be provided through degree- or certificate-
based management training. Large corporations, some of which
employ more than 100,000 employees, have made consid-
erable investments in creating widely recognized in-house
formal leadership training and certification programs. In most
instances of leadership training, the accrual of competencies
includes team building, organizational thinking, communi-
cation, and the professional development of others (1).
LEADERSHIP DURING TIMES OF TRANSITION
Reconnaissance
Learning about an organization happens through organizing
to learn and to understand the culture, the management, and
the employees. Organizing to learn necessitates identifying the
best sources of information, understanding how the learning
process can be accelerated, and figuring out what needs to
be learned (4).
Effective leaders provide increasing autonomy to front-
line managers, carefully considering hierarchy and structure,
while maximizing information gathering and processing. Ef-
fective and strategic leaders and organizations pool and leverage
distinctive competencies to the greatest degree possible. Ad-
vanced organizational forms are also known as entrepreneurial
networks (5).
Organizational transformation includes three approaches: re-
structuring, revitalization, and renewal. Restructuring includes
downsizing and overhauling both processes and structures to return
to profitability, which also includes the realization that individu-
als more often than not have to be let go. Revitalization refers
to improving on core competencies to address an erosion or a
diminished position before restructuring is necessary. Revital-
ization may include developing or acquiring competencies, creating
alliances, and building opportunities. Renewal consists of con-
tinuous engagement and increasing efficiency, building new
capabilities, and rejuvenating strategies (5).
Characteristics of leaders and successful leadership have been
analyzed and assessed, with varying frameworks applied to these
observations. One framework describes adaptive leadership,
where effective leaders in a critical and fast-moving instance
may as one example need and choose to be authoritarian rather
than inclusive as may otherwise be their tendency and prac-
tice. This framework suggests that leaders can adapt to the
situation and behave in a differing variety of manners as situ-
ations dictate such need.
Another type of framework describes archetypes of lead-
ership and how these archetypes may relate to the context of
failure or success in an organization. This latter framework
tends to describe leadership traits without assuming that a leader
can necessarily adapt dramatically to situational needs. Such a
framework intends to describe character traits of the primar-
ily fixed-affect leader, with an understanding of how the leader
may consequently fit or succeed. One eight-archetype frame-
work describes strategists, change catalysts, transactors, builders,
innovators, processors, coaches, and communicators (9). A “strat-
egist” provides vision and sees leadership as a chess game. A
“change catalyst” is passionate where re-engineering and cre-
ating a new direction or turning around an organization are
concerned, and relishes the opportunity to leave his or her
personal signature on an organization. A “transactor” is a
dealmaker and thrives on negotiations. A “builder” sees lead-
ership as entrepreneurial and has the talent and determination
to forge new solutions while thriving on creativity. An “in-
novator” is driven by creativity on that which is new and focuses
on extremely difficult problems. A “processor” focuses on systems
and structures, and is driven by the pursuit of efficiency and
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NORBASH
transparency. A “coach” is focused on the development of
individuals to realize their potential, creates a high-performance
culture, and understands how to motivate individuals. A “com-
municator” is an influencer and sees the effectiveness in their
role in stage and message management.
Depending on the state of the transitioning organization,
there may be different demands on the entering leader. At
certain key points in their evolution, organizations face tran-
sitions. There are five common transition states for an
organization that characterize the nature of these organiza-
tions at a specific point in time. This characterization determines
both the range of successful strategies and the leadership style
that a leader should employ. These five states include start-
ups, turnarounds, accelerated growth, realignment, and
sustaining success. Not all of these transitional states are nec-
essarily experiences by organizations; these states can be exited
and re-entered, and these states do not have to occur in any
particular order. The acronym for these states is “STARS”
(4). Start-ups, accelerated growth, and sustaining success possess
growth challenges and demand different leadership styles com-
pared to turnarounds and realignments, both of which warn
organizations of potential failure.
A start-up is an organization that is launching a newly es-
tablished business. The new business may be recognizable or
extremely novel. In such instances, there is a need for the leader
to generate creative ideas, to bring their creation into being
through the application of talent, determination, and trans-
actions. Start-up leaders also need to provide vision and
articulate it effectively to ensure future growth. As a start-
up takes root and eventually grows successfully to a sustained
organization, the organization may well need a leader as coach
and, ultimately with an increasing scale and scope of success,
a leader as processor, developing essential systems that can carry
an organization into maturity.
An organization facing turnaround is in crisis. Typically,
a turnaround involves unexpected or abrupt change. In such
an instance, there has been poor performance that jeopar-
dizes the existence of the entity, and the unexpected or abrupt
change is essential to continued financial or organizational sur-
vival. The leadership style that succeeds in such an organization
is autocratic or heroic leadership (10). The leader has to imbue
the organization with a sense of confidence and hope, while
changing the trajectory of the led-unit, through applying new
solutions and structures. This leadership style demands rapid
action, leaps of faith on the part of the organization where
following the leader is concerned, and high levels of confi-
dence and decisiveness from the leader (4).
A realignment state refers to a previously successful orga-
nization that is failing to live up to its potential. Such an
organization is in need of being re-energized and fine-
tuned, although the need for significant change may not be
self-evident to all. The new leader’s job includes convincing
the organizational constituencies that there are significant and
urgent problems demanding solutions. Realignment demands
stewardship rather than heroic leadership, because much of
the leader’s work includes establishing the need for change.
4
Academic Radiology, Vol ■, No ■■, ■■ 2017
There is a need to build consensus, to ensure that the orga-
nization and its members assume ownership of problems, and
to ensure that collective change is enabled through consen-
sus and a change mandate (4).
An organization facing accelerated growth is rapidly ex-
panding and enjoying tremendous success along with growing
pains. Such an organization needs systems and structures that
allow it to continue scaling up, as its needs to surpass the systems
and structures that allowed it to reach its current state (4).
An organization characterized by sustained success is stable
and successful, and has been led by a highly regarded leader
with a healthy culture and effective systems and processes. The
challenge to a new leader entering sustained success is the chal-
lenge of living in the shadow of an overshadowing predecessor
with successful processes and people who will be skeptical of
change. Managing evolution and transformation is necessary
in any organization or industry; such evolution is complicat-
ed by much of the previously successful structure and
management team being in place, and being accustomed to
their own collective historical success (4).
There is a tendency in managers to employ SWOT anal-
yses when considering new or unfamiliar situations. In health-
care settings, a simple and historic SWOT analysis may be
underpowered (11). SWOT, a long-standing management and
strategic planning acronym, refers to “strengths, weaknesses,
opportunities, and threats.” Strengths and weaknesses are con-
sidered internal to the organization, whereas opportunities and
threats deal with and refer to external factors and agents. There
are four premises involved in determining the suitability of
SWOT analyses in management instances, and these prem-
ises do not apply to health care. The four organizational
premises and conditions include strategy being led from the
apex of an organization rather than including lower level man-
agers, the organization being autonomous rather than
interdependent, the organization having clear rather than fuzzy
demarcations, and finally having a clear and rational hierar-
chy and framework determining decision making rather than
being led by intuition and vision or being affected dynami-
cally by prospectively unanticipated variables.
Given the dynamic nature of health care, where dynamic
and potentially shifting partnerships contribute to success and
failure, a more successful and accurate modified or alterna-
tive SWOT framework likely should include the nature and
expectations of stakeholders. Where health care is con-
cerned, stakeholders are numerous and not necessarily fully
inside the walls. Stakeholders’ expectations also play a central
part in strategic analysis. The appropriate method for strate-
gic planning in health care likely needs to include rational
planning, in addition to a focus on stakeholder expectations,
contextual factors, and a full understanding of how various
resources can help determine or serve to derail success.
Securing the Right Human Resources
Appropriate human resources are essential for success. This
includes one’s own management team. This also includes
Academic Radiology, Vol ■, No ■■, ■■ 2017
resources that are beneficial when a crisis occurs or assis-
tance is sought. Such examples of resources include securing
standard operating procedures for dismissing faculty, for cre-
ating corrective plans or assembling performance improvement
plans, for identifying and assembling a contact list with in-
dividuals in faculty affairs or in hospital and university
administration who expect to be involved with corrective plans
and dismissal proceedings. It helps to know who to ask for
help in a variety of circumstances, and also to assemble a panel
of mentors outside the organization and a list of potential
troubleshooters once significant challenges are encountered.
It is helpful to meet such future troubleshooters before they
are actually needed. Such resources include formal organiza-
tional officers such as the chief medical officer, the chief
operations officer, the vice president responsible for radiol-
ogy operations, and the vice president for human resources.
It is also helpful to have met with appropriate legal counsel,
human resources departments and representatives, and infor-
mal institutional sages and resources who may be the sources
of significant informal authority. It is also wise to identify and
gain familiarity with potential and essential allies.
Building the right leadership team includes identifying po-
tential assets internal and external to the organization that
can help assemble a loyal core of change agents. Such a team
has to be quickly assembled to ensure early success (4). Middle
managers are subordinate to the senior or executive manage-
ment and are responsible for at least a definable layer of staff.
Senior or executive managers are considered the highest man-
agement layer of an organization. An example of a middle
manager is the technical director for a radiology department
who may oversee, among many other managers, a magnetic
resonance imaging technologist manager and CT technolo-
gist manager and a fluoroscopy technologist manager, and
the technical director himself or herself reports to a health
system vice president for essential services. In such an in-
stance, the magnetic resonance imaging, CT, and fluoroscopy
technical managers are considered line managers, and the
vice president for essential services is considered a senior or
executive manager. Without at least 75% of middle manag-
ers on the leader’s side and helping lead necessary change,
the transitioning leader is courting failure (6). Alignments
and alliances are necessary for both protection and growth.
Alliances may be within the walls of the housing organiza-
tion or external to the walls (4).
In the event that a new leader enters an unwelcoming
organization, it is important for the new leader to demon-
strate control. Predecessors do not consistently create effective
succession plans or willingly transition out of a leadership
position (12). Constant and continuous initial communica-
tion with line managers is of critical importance early on, as
is the demonstration of humility by the leader in addition to
an overt desire and willingness to learn from line managers.
Showing vulnerability establishes credibility in such in-
stances. It is also important to allow members of the team a
chance to share concerns and to give feedback, which ulti-
mately allow them to be part of the crafted vision and new
LEADERSHIP DURING TIMES OF TRANSITION
future. Time and energy should be dedicated to establishing
these relationships, and there should be an intent to inte-
grate the members’ feedback effectively into the new leader’s
strategy and tactics (14).
UNDERSTANDING GROUPS AND ENGAGING
EFFECTIVELY
Effective Positioning
If the transitional leader identifies with or aligns too closely
with management, they risk losing effective connection with
their charges. Alternatively, if the transitional leader is iden-
tified too closely with their employees, then they may lose
the confidence of their employers. Effective positioning
demands determination of a safe and successful middle
ground (5).
Investiture and hiring takes place through senior manage-
ment. This authority is of little value, however, if the employees
fail to recognize the transitional leader. To have ongoing
support for their decisions, to effectively engage their em-
ployees, and to mobilize the actions necessary to achieve
their goals, leaders have to earn the trust of their employees.
Employees expect fair and appreciative work environments,
and expect to have their voices heard (5,7). A successful leader
is able to transactionally satisfy all essential stakeholders and
employees (5).
Setting Clear Priorities
Effective transitional leaders formulate and clearly commu-
nicate major initiatives. Failure or success during the transitional
period is critical to predicting overall failure or success in the
job, and failing to set expectations sets the leader up for failure
(1,14). Within the first 90 days, it is important for the new
leader to rapidly and effectively onboard or acquire the nec-
essary knowledge to become an effective organizational
member, create a management team, verbalize and clarify ex-
pectations, and engineer and ensure early wins (13,14). Effective
dialogue is a hallmark of successful organizations (15). Once
collateral is established through early successes and the grad-
ually increasing confidence of the organization in the new
leader, mistakes will then be more easily forgiven (4).
Establishing major priorities consists of identifying the pri-
orities that are prerequisites for success. These should be small
in number, clearly within the wheelhouse of the organiza-
tion and leadership, with a high likelihood of achievement,
and accomplished within the first year (4). Major priorities
may not be self-evident, and in fact may need to be derived
through a strategic planning process. In defining a strategic
intent, the leader must initially develop a verbalized vision
for a better or optimized future that is optimistic and realis-
tic, and has to effectively communicate this vision to the
organization and employees. The strategy should clearly lead
to realizing the verbalized vision (4).
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NORBASH
When a transformation is taking place, changes can be ac-
celerated and better tolerated where employees perceive their
voice in such transformations. Employee participation at an
early phase, including employee participation in charting strat-
egy, helps to accelerate change and secure a greater degree
of stability once crises are resolved (5).
Early wins should be celebrated; while thanking the em-
ployees increases employee confidence in change management,
celebrating wins serves to remind the organization that they
have invested in and selected the right leader. Celebrating early
victories energizes the ranks, builds credibility, and estab-
lishes collateral for the new leader (4).
Focusing on the Professional Fulfillment of Your
Charges
Successful leaders value and promote autonomy and creativ-
ity, and suppress their micromanagement. Successful leaders
focus on results and set goals. Creativity and innovation are
promoted as employees are held accountable to goals. Indi-
viduals take pride in results they achieve through creative
expression as they simultaneously increase their engagement
(7).
Employee involvement ranges across a spectrum of en-
gagement. Three categories include resistance, acquiescence,
and empowerment. If employees do not easily identify with
goals, they are reluctant and therefore counterproductive. If
opposition can be deactivated, employees may acquiesce as
an intermediate form but will engage incompletely and spo-
radically. If the professional fulfillment of employees becomes
an evident priority, employees reach empowerment and believe
they are partners in a culture of participation. In an empow-
ered system, there is greater autonomy, and there is vertical
support for decisions and the decision-making process from
the bottom to the top of the organization (5).
Mentoring systems and approaches also hold the promise
of both facilitating career development of junior faculty and
also improving communication within the department (16).
Metrics can be utilized to measure successful mentoring, such
as effective and timely academic advancement, the number
of publications per junior faculty, or effectively securing grant
funding. Ingredients of the mentoring system may need to
include structure and culture. Structural elements include a
mentoring oversight committee, a mentor matching process,
a separate process outlining expectations for the mechanics
of the mentoring itself such as frequency of meetings and
mentoring contracts, a mentoring evaluation methodology that
measures the satisfaction of the advisees with the mentors, and
an overall process intended to measure the success and ef-
fectiveness of the mentoring program itself. Cultural elements
Academic Radiology, Vol ■, No ■■, ■■ 2017
may need to address the need to be more communicative and
inclusive, to support generativity, and to intentionally promote
and foster activities and behaviors that are conducive to
mentoring. Related activities may include retreats, seminars,
meetings, and structural and formal related award systems.
CONCLUSIONS
A transitional state may refer to a new leader himself or herself,
an organization that is new to the leader, or an organization
that is changing. Transitional leadership benefits from intro-
spection, information gathering, an understanding of group
psychology, and effective communication. Introspection and
thought is necessary to honestly self-assess one’s skills and dis-
position. Leaders learn about leadership techniques and skills
in advance, and also learn about the organization and envi-
ronment in which they are to lead. Leaders secure the necessary
resources to succeed, and engage their organization toward
positive change and securing competitive momentum. Suc-
cessful transitional leaders appreciate that they are empowered
and validated by their employees, and that the professional
fulfillment of their employees is of paramount importance to
their own security and success.
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