Becoming the boss : using Schlossberg's Transition Theory to explore new supervisors' transition to supervisory roles at a federal government agency

The purpose of this qualitative study was to explore and describe the lived experience of new supervisors in their transition to supervisory roles at a federal government agency. The challenge of coping with career transition can be significant as individuals endeavor to adjust to their new roles, potentially overwhelming their ability to adapt. Using Schlossberg’s transition theory as the conceptual framework, this study explored the following central research question: How do new supervisors at a federal government agency describe their personal experience of transitioning to a supervisory role? Data were collected through semi-structured interviews with eight first-time supervisors in a federal government agency from both headquarters and field locations. Analysis followed the modified van Kaam method for descriptive phenomenological research as outlined by Moustakas. The overall results of this study support the key assumptions of Schlossberg’s transition theory and the applicability of the theory to the transition of new supervisors to supervisory roles at a federal government agency. The four themes that emerged from the new supervisors’ experience involved the (a) value of prior leadership experience, (b) helpfulness of interpersonal and intrapersonal skills, (c) power of social support from professional peers, and (d) use of engagement and disengagement as coping strategies. This study advances scholarly understanding of the resources that new federal supervisors rely on and the coping strategies that they use in their career transitions.