Abstract

This qualitative research explored what constituted effective onboarding for C-suite leaders, particularly CEOs and their direct reports, to support their rapid integration and effectiveness within organizations. Drawing on semi-structured interviews with 10 C-suite leaders across multiple sectors, the study aimed to contribute to the fields of organizational development and leadership development by identifying key onboarding practices that facilitate a new leader’s success. The research employed a grounded theory approach, coding and analyzing quotes from participants to derive central themes. Findings indicated that effective onboarding at the C-suite level extended beyond the initial weeks of orientation. Participants emphasized the need for early clarity around governance, strategic intent, and role obligations; intentional stakeholder mapping and relationship handovers; operational readiness; and flexible, co-created onboarding journeys. The study concluded that onboarding at this level should be designed as part of a broader leadership development journey, incorporating coaching, feedback loops, and external networking.

Library of Congress Subject Headings

Chief executive officers—Training of; Organizational change; Executives—Orientation

Date of Award

2025

School Affiliation

George L. Graziadio School of Business and Management

Department/Program

Business

Degree Type

Thesis

Degree Name

Masters

Faculty Advisor

Kent Rhodes

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