The LORNA Model

 The magnitude of stakeholders’ concern for their new leader’s success depends on the personal investment and potential of negative personal impact related to changes during an executive transition. Stakeholder concerns surround financial losses, reputation, influencing connections, and company position. Terblanche et al. (2018) indicated that stress, doubt, anxiety, calm, relief, and peace are all possible emotions stakeholders may experience. Minimizing discomforts is a priority in their minds. 

While there was research data on stakeholders during transitions, they were not the focus of this research proposal. However, they are mentioned to show relevance that existing individuals within the company can influence the success or failure of new leaders depending on their personal psychological and emotional priorities. Additionally, many new leaders are unsuccessful because of their inability to understand and correctly implement skills. Benson (2015) agrees that having one’s own philosophy on leadership can assist an individual in identifying their leadership approach to different scenarios. They have created inner principles over time, and knowing the type of relationships they tend to have with followers is useful knowledge to possess (Benson, 2015; Govindraj, 2022). 

While a coach and mentor can assist the new leader in developing a personal leadership philosophy, this knowledge creates the best results when attained before an individual accepts a leadership position and in partnership with a mentor in a similar field and position (Bartz, et al., 2019; Kilpatrick, 2022; Govindraj 2022) points out that the process of adopting an effective leadership philosophy takes months and, ideally, should be developed elsewhere to master the interactive skills for dealing with company staff, stakeholders, and clients. 

Studies in the areas of psychology and leadership suggest that a positive mindset and pre-established personal mission can counteract feelings of inadequacy and operational confusion amongst new leaders. Research shows that newly appointed leaders experience psychological reactions to their new positions' responsibilities, accountability, and weight (Bartz, Kritsonis, and Karnes, 2019). Seligman (2008) suggests that controlling these reactions comes by modifying emotions through the integration of meaningful purpose and the collaboration of newly formed authentic relationships. Irvine and Brundrett (2019) found in their research that during the early period of appointment to a leadership position, reflecting on experience can significantly ease the transitional period. 

Research has discovered multiple approaches to motivating others to complete tasks dependent on the environment, involvement of others, skill set level, and availability to resources. In transitionary periods, Maslow's Hierarchy of Needs, McClelland's Three Needs Theory, and Herzberg's Motivation Theory is beneficial to understand (Northouse, 2016). Maslow’s Hierarchy of Needs focuses on the needs which may be in play at any given time with an individual, depicted on a pyramid with the most basic needs at the broader bottom and the least basic at the narrow top. 

Individuals will resist collaborating with leaders if they are distracted by acquiring basic needs below the needs their leaders expect them to fulfill (Northouse, 2016). Maslow’s pyramid starts at the bottom and moves to the top through physiological/basic, safety/security, social, esteem, and self-actualization needs. McClelland’s Needs Theory indicates that a person’s level of effectiveness and motivation depends on three needs developed by their experiences over time. Those needs are for power, affiliation, and achievement. A leader’s ability to match the existing need to their team members’ desires can successfully delegate tasks and content to team members (McKee, 2003). 

Finally, Herzberg's Motivation Theory focuses on tasks' motivational and maintenance factors that cause satisfaction or avoidance in different individuals. Willingness to participate in either of these factors depends on the individual’s negative or positive past experiences. Both leaders and team members needed to be incentivized to work together to obtain the greatest viable outcome. The model’s training is intentional in relaying the benefits of cooperation and collaboration for overall success in achieving the desired accomplishments. Goodyear & Golden (2008) and Crane (2022) conducted research that supported the necessity for new leaders’ mindsets to shift from self-to-team contribution and involvement, a core approach of the LORNA Model training.