Interim managers - how effective are they? New research from PA Consulting Group suggests they are a breed apart

Citation

(1999), "Interim managers - how effective are they? New research from PA Consulting Group suggests they are a breed apart", Leadership & Organization Development Journal, Vol. 20 No. 1. https://doi.org/10.1108/lodj.1999.02220aab.004

Interim managers - how effective are they? New research from PA Consulting Group suggests they are a breed apart

Interim managers ­ how effective are they? New research from PA Consulting Group suggests they are a breed apart

Keywords Consultancy, Effectiveness, Management consultants, United Kingdom

To test the theory that effective interim management requires specific skills which are not generally found in the workplace, PA Consulting Group has conducted a study into the work behaviour and style of interim managers compared with general managers. A total of 96 interim managers were compared with a general managerial and professional sample comprising 311 regular managers across a wide range of UK sectors and industries. The 96 interims completed a work-based questionnaire ­ the PA Preference Inventory (PAPI) ­ which measures 20 dimensions of work behaviour. Of these, 14 showed highly statistical differences between the two groups. The results show that interims possess characteristics which are significantly different from managers in general, but similar to one another.

John Murray is head of PA Consulting Group's Global Interim Management Practice: "This study confirms our own empirical observations. Our group of highly motivated professionals have common workplace characteristics which distinguish them from the average manager in full-time employment. They enjoy getting results in a short space of time, they are assertive, often over-qualified for the role, they are not interested in playing politics, they focus on the job and are able to take the initiative from day one of the assignment.

"To ensure that we are providing the very best interims, the research programme will continue with a more detailed investigation into those workstyle characteristics which differentiate really excellent and effective interim managers from the rest."

The typical interim received a higher score than over 81 per cent (81st percentile) of other UK managers as an individual who is autonomous, not afraid to take risks and who is motivated by power and influence. They see themselves as more competent and confident in a leadership position than the average manager (78th percentile), and they strongly prefer to work in the absence of externally imposed rules and structure (21st percentile ­ nearly 80 per cent of other managers score more highly on the need for rules).

Compared to the typical staff manager, interims appear to be more conceptual/theoretical/creative as opposed to being "here and now" (74th percentile). They tend to be more assertive and ready to confront people and situations than their permanent counterparts and they are more emotionally restrained than 62 per cent of other managers.

For further information contact John Murray, or Stuart Cain at PA Consulting Group, 123 Buckingham Palace Road, London SW1W 9SR, Tel: 0171 730 9000; Fax: 0171 333 6198; E-mail: interim_management@pa-consulting.com; web site www.Paconsulting.com