Becoming a Manager: Learning the Importance of Emotional and Social Competence in Managerial Transitions

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Abstract
This article explores how newly promoted managers develop emotional and social competencies to understand their and others’ emotions and then use this understanding for personal growth and in their interactions with others. This study draws on five waves of semistructured interview data collected from 16 newly promoted managers in a large northeastern state agency. The findings suggest that new managers undergo a developmental process—role exit, movement, and role entry—as they make the transition from individual contributors to managers. At each stage of the process, their emotional and social competence (ESC) facilitates learning and moving to the next stage. In addition, throughout the process, new managers develop their ESC and utilize the benefits in their daily decision-making and management behaviors. The findings also suggest that organizational context is an important factor that defines the contents of ESC in the organization. Based on these findings, this study argues that organizations should help new managers understand the emotional aspects of managerial transitions in developing their selection and training practices.

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