TDNet Discover

The purpose of this phenomenological study is to understand newly appointed leaders’ onboarding and development experience over their first 180 days and how this directly impacts their ability to drive desired engagement and business outcomes. For this study, onboarding is defined as the formal process through which leaders learn the knowledge, behaviors, and interpersonal connection required to successfully transition into a new leadership role. Knowles’ adult learning theory and Bass’ transformational leadership theory will serve as the theoretical lenses to this study by combining elements of how adults behave and learn in new professional environments with the factors that inform the early development of leaders’ behaviors that transform followers to higher levels of trust, motivation, and performance. The review of current data sets will be conducted to inform the HICV leadership onboarding practices. The research question for this study is: “What is the relationship between onboarding experience and leadership effectiveness outcomes during a leader’s first 180 days, and how do these outcomes compare to those of five-year leaders and above?” The population will include 37 new leaders, 41 five-years leaders and above, and 184 direct reports system wide. The current data sets, available within the organization, will be reviewed to include leadership self-assessments, employee engagement scores, guest satisfaction scores, turnover metrics, and recent exit interview highlights. The results of this study will serve as a foundation to create a more intentional and data-driven approach to onboarding new leaders by centering adult learning as a starting point for a stronger and faster leadership readiness in their first months of transition.