Unplanned executive transitions and the dance of the subidentities

This is a study of a non‐routine transition in an academic setting. After studying the processes of executive succession, succession planning, and executive development for many years, I found myself serving as Acting Dean of a school of management following the sudden resignation of the dean. This article is an account of my personal journey through that process, using subidentity theory as a way of understanding the experience. This article compares my own transition experiences with the theories of subidentity change and executive succession. It also identifies implications for future research based upon the differences observed, such as the perceived or virtual permanence of the acting administration. The conclusion offers recommendations for practice, such as the need for clarity of role expectations, strong leadership, and clear strategic direction; the value of a long hand‐off process; and the utility of planned transition events.