Managerial rotation: pitfalls of the Peter principle and the myth of the universal manager

Abstract

The article is devoted to a critical analysis of the practice of rotating senior management personnel in large management facilities. Based on scientific publications on this topic, key mistakes in conducting rotation in organizations («the myth of the universal manager») have been identified. In this study, the authors argue for the need for a multifactorial analysis of the role, the candidate’s management profile, and the team’s characteristics before making a personnel decision. Rotation is not viewed as a routine transfer but rather as a high–risk intervention in the organizational system that is effective only when accompanied by methodical design and measurable success criteria.