When someone from your team leaves the change that occurs is to be dealt with by the remaining people in the team. However if the person leaving / retiring is a senior member, especially the boss, the void becomes bigger to fill.
In a working professional’s life the office becomes a second home where he/she spends most of this /her day. Hence, even if one person leaves the team, there is obviously a change that occurs in the team dynamics. If a new person is assigned to take over the vacant post, there are many issues to be considered w.r.t work style, attitude and team compatibility. However, if it is the team leader (read: Boss) who has moved on, the situation needs special attention.
The point to consider is that the team members are used to a particular style of leadership and hence, the sudden transformation has to handle in a way that does not affect the productivity of the tam as well as the team chemistry. Our senior leaders spend a considerable amount of time and effort on succession planning for each role. In order to battle a situation as this, there should be a well established process for meetings such demands if and when they rise
The HR department has to think of the whole situation from the point of view of the employees who are still a part of that teams for which the leadership has changed. From a HR’s perspective it is important that they address this issue and show the team that steps are being taken to make the transition smooth for both the parties involved. Team dynamics are definitely affected by people movement more so when bosses move, However, what is important is to ensure a robust communication plan is well in place that helps in mitigating any potential issues that may arise out of such a movement.
When there is a shift in leadership, whether rotation or retirement or termination, the employees are the most affected and for this reasons, it is vital that the communication channel remains open and the new leader as well as the team should have an informal interaction. This way, the team can know the new leader without any prejudice and he /she can address the team at one go.
At times the new leader also has to deal with animosity that the team may / may not harbor with regards to accepting the new team members. The team members may have shared a different relationship with their previous boss and there is a sense of security that the team has as they have been working with the particular person for sometime now. When the HR is more people oriented can they understand the true potential of the situation and take steps to help the employees to get over the situation as soon as possible.
The quality of leader member relations is the most important influence on the manager’s power and effectiveness. If the manager gets well with the rest of the group, if group members respect the manager for reasons of personality character, or ability, then the manager might not have to rely on formal rank or authority. On the other hand, a manager who is disliked or distrusted may be less able to lead informally and could have to rely on directives to accomplish group tasks.
Task structure is the second most important variable in the leadership situation. A highly structured task is one for which step-by-step procedures or instructions are available. Group members therefore have a very clear idea of what they are expected to do. But when tasks are unstructured, as in committee meetings and many research and developments tasks, group member roles are more ambiguous.