arbiter
JournalsAccount

For good and for bad: The distinctive effects of successors’ leadership behavior on collective engagement and organizational performance.

Katherine J. Klein et al.

Journal of Applied Psychology2026https://doi.org/10.1037/apl0001359article
FT50AJG 4*ABDC A*
Weight
0.50

Abstract

Leadership transitions are a fact of organizational life, yet the impact of successors' leadership behavior on organizational outcomes is little understood. Building on change readiness, uncertainty management, and romance of leadership theory and research, we propose a novel theory describing the distinctive effects of successors' versus incumbents' leadership behavior in driving change in collective engagement and organizational performance. We theorize that when employees perceive a great need for organizational change, successors' vision communication and coaching are more likely than incumbents' to yield improvements in collective engagement and organizational performance. But when employees perceive little need for change, successors' vision communication and coaching are more likely than incumbents' to yield declines. To test our model, we conducted a longitudinal, quasi-experimental study of principal succession in a sample of 113 U.S. elementary schools. As predicted, when employees perceived a great need for change, successors' coaching sparked gains in collective engagement and organizational performance. When employees perceived little need for change, successors' coaching backfired, spurring declines in collective engagement and organizational performance. As predicted, the effects of incumbents' coaching were muted. Finally, contrary to our predictions, neither successors' nor incumbents' vision communication drove change in collective engagement and performance. Our theory and findings illuminate the distinctive risks and benefits of successors' leadership behavior in driving change in collective engagement and organizational performance. For good and for bad, successors' coaching changes their organizations in ways that incumbents' leadership does not. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Open via your library →

Cite this paper

https://doi.org/https://doi.org/10.1037/apl0001359

Or copy a formatted citation

@article{katherine2026,
  title        = {{For good and for bad: The distinctive effects of successors’ leadership behavior on collective engagement and organizational performance.}},
  author       = {Katherine J. Klein et al.},
  journal      = {Journal of Applied Psychology},
  year         = {2026},
  doi          = {https://doi.org/https://doi.org/10.1037/apl0001359},
}

Paste directly into BibTeX, Zotero, or your reference manager.

Flag this paper

For good and for bad: The distinctive effects of successors’ leadership behavior on collective engagement and organizational performance.

Flags are reviewed by the Arbiter methodology team within 5 business days.

Evidence weight

0.50

Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40

F · citation impact0.50 × 0.4 = 0.20
M · momentum0.50 × 0.15 = 0.07
V · venue signal0.50 × 0.05 = 0.03
R · text relevance †0.50 × 0.4 = 0.20

† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.