Abstract
This research investigates the challenges experienced by newly appointed managers transitioning from operational to managerial roles in South Africa’s retail clothing sector. The study seeks to understand the emotional, relational, and organisational challenges such managers encounter. Furthermore, the study investigates the support and leadership approaches that underlie and facilitate the new managers’ success in these transition challenges.
Employing a qualitative research approach, semi-structured interviews were completed with 14 newly appointed managers in a major South African retail clothing organisation across multiple provinces in South Africa, selected by purposive sampling to ensure relevant leadership-transition experiences, with data analysed thematically and guided by Transformational Leadership Theory and related literature.
Findings indicated that emerging managers often felt emotionally overwhelmed, finding it difficult to instigate discipline in light of vague demands from old co-workers and having difficulty energising mixed teams, as well as having little formal training, insufficient guidance, and unclear power regarding leadership, but those managers who were supported by the team members (peers) and with supervision were more emotionally resilient and malleable.
The researcher suggests that technical competence alone will not be sufficient to effect effective transition, which suggests emotional intelligence, coaching skills, effective communication, and people-centred leadership are key skills and organisations should introduce well-structured leadership development programmes, structured mentorship programmes, and training in delegation and emotional regulation for developing confidence, team performance, and resilient leadership in a high-paced retail environment.