Linking leader tenure and turnover to the performance of public organizations: evidence from public high schools

EasyChair Preprint 1097

Abstract

Boyne, James, John and Petrovsky (2011) developed a contingency perspective of the impact of leadership turnover  on organizational performance. They found that leadership turnover had a positive effect on low-performing organization and a negative effect on high-performing organizations. This heroic view of leadership has been supported by some studies in public and business management. In this article, based on longitudinal data from public high schools in New York City, we develop a different contingency perspective that the negative impact of leadership turnover is stronger is low-performing organizations but is mitigated in high-performing organizations.

Keyphrases: Education, leader tenure, leader turnover, leadership ossification, organizational performance

@booklet{EasyChair:1097,
  author    = {Weijie Wang and Rusi Sun},
  title     = {Linking leader tenure and turnover to the performance of public organizations: evidence from public high schools},
  howpublished = {EasyChair Preprint 1097},
  year      = {EasyChair, 2019}}