Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 10

Global Journal of Management and Business Research ( A ) XXIII Issue X Version I Year 2023 46 © 2023 Global Journals process between the knowledge produced in the field of young managers’ career development, the results and its theoretical framework. The processing and analysis of the interview materials allowed for a more granular understanding of workplace experiences during professional integration, and possible impacts on career progression. V. R esults The processing and analysis of the interview materials provided the data to group the varied workplace experiences of early-career managers into two broad categories: workplace experiences that facilitate integration and workplace experiences that complicate it. These will be discussed at length in this section. a) Workplace Experiences that Facilitate Integration Some participants in our study recounted workplace experiences that facilitated their professional integration into management roles. The sub-categories that follow illustrate experiences that made the integration process easier. i. Support from a Superior or External Professional A number of participants said they had received support from their superior or an external professional (e.g., a certified coach) in discussing aspects of managerial work they had questions about (such as the technical or relational side of management) or more specific workplace experiences. For example, they had been able to discuss with their superior how to objectively delegate an onerous task between two teams, run questions by them or get support in tricky work situations through more horizontal communication. These influential individuals may also have acted as mentors, sharing observations about strengths and areas for improvement in their mentees’ managerial work, or they may have promoted and championed the latter’s career advancement, for example, through helping them land a promotion: Actually, me, it was the General Manager who knew me, he’d known me from a previous job because we’d worked together at X [mentions name of a public service organization]. He knew I was on the list; he knew I’d be interested and so, he was looking for an X [mentions mid-level management position] and he approached me: “Are you interested?” So that’s when I was able to apply. So, this also gave me the chance to find out that this job existed. So honestly it was thanks to that connection that I was able to apply and be chosen.- Émile So I had this mentor, and I’d asked my assistant director to give me her feedback—sometimes in some situations, to improve myself as a person, of course. Everything was all new to me. Although it worked out very well in the end, for sure there are moments when you question yourself and then think: “Oh, what did I get myself into? That’s a big challenge!” [...] I’ve also been lucky to have FIRST-RATE managers. So, my bosses have been there for me through it all.– Gisèle The possibility of building a trusted relationship with a superior or mentor may have also brought them a degree of autonomy and freedom to organize their managerial work—for example, in setting up their work teams or leading a project, as in Zora’s case: I’ve been here at X [mentions name of the organization] now for X [mentions number of months, less than one year] [...] I’m given a lot of freedom; they trust me. Even though I’ve been here less than a year, I’ve built my team […]people I already knew, but they had confidence in me to integrate them into the team, so this let us make much more progress on the implementation of lots and lots of projects and lots and lots of priorities.– Zora ii. Taking Part in Training and Support Activities Being encouraged to take part in training or support activities (e.g., corporate training programs) helped many to acquire a number of tools, reflect on managerial work, and become more familiar with resources that would facilitate the process of easing into their management roles. They said these activities made it easier for them to prepare for their integration: At X [mentions name of the organisation], though, there is a very interesting program called X [mentions name of program]. It’s a very interesting program, actually, it gives us with tools, a refresher course and a guide that shows what to expect during the first 100 days on the job. After that I did some reading and took it very seriously. Indeed, those first 100 days are all about getting ready for the job. – Gisèle In fact, there is something called X [mentions name of the leadership training program and provides a few details about it]. The way it works is that you have to be recommended by your superior, and they receive dozens, if not hundreds, of applications every year. You go through an interview, and some are chosen [mentions number, fewer than 50], and so I was chosen out of the X group [mentions name of his group]. We started a little over [mentions how long, less than 2 years], so it’s—it’s a bit, and I don’t like to boast, but it’s—it’s intended for managers who have a high potential for advancement and development. So, I’m in it too, and it’s really very, very helpful and instructive. It’s—it’s a great program.– Emerick iii. Having held One or more Positions in the Organization Holding one or more positions in their organization before moving into a management role gave some managers a head start in becoming familiar with the environment as a whole- work culture and organization, staff, ways of operating, where to find Navigating Early Career Management: Workplace Experiences and Career Impact