Considering the temporary leader in temporary work arrangements: Sensemaking processes of internal interim leaders

Abstract

Though temporary work arrangements have garnered increased attention among scholars and practitioners, there has been little research into internal interim leaders (i.e. interims hired from within the organization) as a distinct case of temporary worker and leader. Internal interims are a fixture in organizational leadership and often serve during critical periods of change. As such, it is important to examine these leaders’ actions and the social, organizational, and individual dynamics that inform them. Toward this end, the present study examines the sensemaking processes of 24 internal interims using a qualitative approach. We describe five distinct sensemaking processes ( dutiful, traditional, aspiring, reluctant, and self-conscious) shared by the 24 participants and discuss how several social dynamics (message valence and consistency) and individual factors (prior leadership and future aspirations) influenced these divergent processes. Further, we contend that internal interims adopt more passive ( caretaking) or proactive ( trailblazing) styles of leadership based on these socially and individually informed sensemaking processes. Finally, we highlight directions for future research (motivating factors for serving as an internal interim, experiences with stigma and alienation, and processes of identity formation and identification) that may concomitantly enhance our understandings of internal interims as well as temporary workers and leaders at large.