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Problem In the rapidly changing future of work, advances in human resources are needed to develop individual leadership expertise and further the collective aims of the organization. This article explores the challenges and opportunities in the transition to leadership for new and early-career leaders across interdisciplinary and interorganizational contexts. Solution Two high-impact strategies are proposed to facilitate the leadership transition, namely, strategic onboarding and intentional networking. These methods expand conventional approaches in leadership development. When new leaders are primed with onboarding and networking structures, they are better prepared to partner with internal and external stakeholders in a culture of shared leadership for equitable and thriving organizations and their communities. Stakeholders The article may be of interest to a diversity of human resource development scholars and practitioners who seek to further their understandings and practices in the training, mentoring, and career development of new leaders for workforce performance and organizational integrity.
Williams et al. (Thu,) studied this question.