But Yahoo's fast turnaround example may be an anomaly. For many companies facing an abrupt leadership transition, their employees can easily become disengaged and cynical toward a business's new changes and rules. In order to facilitate a successful transition, a company's employees need to first accept and then practice the new policies, values and habits, according to Schwartz-Hebron.
While Mayer's cumulative CEO approval rating appears to be favorable, her approval rating is down from 91 percent in the third quarter of 2012, which was her first three-month period as CEO. In addition, it has yet to match the approval rating of similar tech giant CEOs such as Facebook's Mark Zuckerberg at 97 percent, Google's Larry Page at 95 percent, and Apple's Tim Cook at 93 percent, according to employee feedback surveys shared on Glassdoor.com.
In addition, with nearly 84 percent of North American employees reportedly feeling trapped in their job with a desire to find a new position elsewhere, employees who perceive themselves as being stagnant within their position may be more tempted to quit, adding another possible complication to a fragile power shift, according to a July survey of 400 employees in the U.S. and Canada by Right Management.
Business leaders who give their employees an opportunity to openly discuss their frustrations can help improve morale during a difficult corporate transition, according to Randy Pennington, owner of the consultancy Pennington Performance Group and author of “Make Change Work: Staying Nimble, Relevant, and Engaged in a World of Constant Change.”
Employees who engage in open discussions will have a better understanding of how corporate changes will directly impact them, building an employee's trust and commitment to an organization, according to Pennington. He said managers giving their employees context for the change also allows employees to “feel like they have some control over the change,” which can ease a transition period.