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The first 90 days: critical success strategies for new leaders at all levels
15 references·15 citing·31 second hop
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this work references cited by second hop

References

  • 2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment2,603 cited
  • 1997The Wisdom of Teams: Creating the High-Performance Organization1,493 cited
  • 2000Teaching Smart People How to Learn1,408 cited
  • 1980Structure is not organization836 cited
  • 1997Winning through innovation : a practical guide to leading organizational change and renewal799 cited
  • 2002Leadership on the Line: Staying Alive Through the Dangers of Leading645 cited
  • 1997Competing by Design: The Power of Organizational Architecture538 cited
  • 2006Fair Process: Managing in the Knowledge Economy518 cited
  • 1999Difficult Conversations: How to Discuss What Matters Most477 cited
  • 1987The dynamics of taking charge374 cited
  • 2000The Leadership Pipeline: How to Build the Leadership Powered Company300 cited
  • 2003A dynamic model of top management team effectiveness: managing unstructured task streams274 cited
  • 1999Strategy and the Business Landscape254 cited
  • 2003Predictable surprises: the disasters you should have seen coming.165 cited
  • 1993Becoming a Manager: How New Managers Master the Challenges of Leadership153 cited

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Cited by

  • 2011Taking the reins: The effects of new leader status and leadership style on team performance.158 cited
  • 2016Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change.56 cited
  • 2016Impressed by impression management: Newcomer reactions to ingratiated supervisors.37 cited
  • 2008Newcomer psychological contracts and employee socialization activities: Does perceived balance in obligations matter?34 cited
  • 2012Becoming a Manager in Nonprofit Human Service Organizations: Making the Transition from Specialist to Generalist24 cited
  • 2010Development Review Integrative Literature Review: Increasing Retention and Success of First-Time Managers: A Model of Three Integral Processes for the Transition to Management19 cited
  • 2019Transformative transition coaching: a framework to facilitate transformative learning during career transitions17 cited
  • 2014The Impact of Emotional Intelligence and Executive Coaching on Leader Effectiveness14 cited
  • 2013Decline and Conflict: Causes and Consequences of Leadership Transitions in Religious Congregations14 cited
  • 2018Using transformative transition coaching to support leaders during career transitions10 cited
  • 2020Coaching im digitalen Wandel7 cited
  • 2005Diversity's Impact on the Executive Coaching Process.5 cited
  • 2011Aligning leadership development for general managers with global strategy: the Bristol‐Myers Squibb story4 cited
  • 2017First-time managers: increasing chances of their success before the promotion4 cited
  • 2012Business Management Coaching: Focusing on Entrepreneur's Current Position and Aims3 cited