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<p>Job rotation programs are commonly used to facilitate leader development; however, the process of leader development in this context remains largely unexplored. How does the leader development of management trainees unfold after job rotation? How do characteristics of job rotation shape this process? Does every management trainee benefit from job rotation? Our three-wave longitudinal study of 104 management trainees, spanning six months, examined these questions through the competing perspectives of developmental experience and reality shock. The results revealed a decreasing trajectory of leader efficacy following job rotation, consistent with the reality shock perspective. Social novelty mitigated this decline, while task novelty had no significant main effect. Career initiative further influenced these dynamics: task novelty accelerated the decreases in leader efficacy, while social novelty decelerated the decreases in leader efficacy, only for trainees with lower career initiative. We discuss the implications and limitations of these findings, as well as directions for future research on leader development.</p>

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Rotated, then what? A test of two competing perspectives on leader efficacy development after job rotation

  • 期刊论文

  • 发表日期：

    2026年6月18日

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  • Ning Huang,
  • Wei Wu,
  • Wu Liu

摘要

Job rotation programs are commonly used to facilitate leader development; however, the process of leader development in this context remains largely unexplored. How does the leader development of management trainees unfold after job rotation? How do characteristics of job rotation shape this process? Does every management trainee benefit from job rotation? Our three-wave longitudinal study of 104 management trainees, spanning six months, examined these questions through the competing perspectives of developmental experience and reality shock. The results revealed a decreasing trajectory of leader efficacy following job rotation, consistent with the reality shock perspective. Social novelty mitigated this decline, while task novelty had no significant main effect. Career initiative further influenced these dynamics: task novelty accelerated the decreases in leader efficacy, while social novelty decelerated the decreases in leader efficacy, only for trainees with lower career initiative. We discuss the implications and limitations of these findings, as well as directions for future research on leader development.