The first 100 days of a new senior executive appointment are fraught with multi-faceted challenges that rely on specific leadership approaches for their resolution. The purpose of this article is to (1) explore which leadership issues and initiatives most present themselves in the first 100 days of such an appointment, (2) examine the extent to which each dimension of the transformational-transactional leadership model manifests itself in the first 100 days of a new senior executive appointment in response to these issues, and (3) enhance the transformational model by examining it in terms of instructional leadership and three meta-dimensions, namely mission-centred, performance-centred and culture-centred leadership in relation to the key issues. Recommendations for replication of the study in different work environments and for practice are provided.
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