Etterfølgeritis

Etterfølgeritis is a Norwegian term that describes a phenomenon observed in organizations, particularly in the public sector, where a successor to a leader or manager experiences significant difficulties in fulfilling the role. This can manifest as a perceived or actual decline in performance, leadership effectiveness, or organizational morale following the departure of the previous incumbent. The term is often used colloquially to explain why a new leader, despite potentially strong qualifications, struggles to achieve the same level of success or maintain the same positive trajectory as their predecessor.

The causes of etterfølgeritis are varied and can include a multitude of factors. One significant element can be the halo effect surrounding the previous leader, where their achievements and strengths are magnified in memory, making it difficult for any successor to measure up. Unrealistic expectations placed upon the new leader by staff, stakeholders, or the media can also contribute. Furthermore, the successor might inherit a challenging organizational climate, such as underlying structural issues, a disengaged workforce, or unresolved conflicts that were masked by the previous leader's charisma or competence.

Changes in the external environment or the organizational context after the predecessor's departure can also play a role. New market conditions, shifts in policy, or evolving strategic priorities might present obstacles that the new leader must navigate without the benefit of the predecessor's established relationships or understanding of the evolving landscape. The successor's own leadership style, adaptability, and ability to build trust and rapport within the organization are also critical determinants of their success or failure. Identifying and addressing these underlying factors is crucial for mitigating the effects of etterfølgeritis and ensuring a smooth leadership transition.