This theme is not only explicitly stated but permeates every chapter, underlining the complexity and significance of leadership transitions. Watkins does not merely focus on the technical aspects of transition but recognizes the emotional and psychological turmoil that leaders often experience when taking on new roles. According to him, it's not just about taking on a new title or position; it's about dealing with the intrinsic fear, doubt, and uncertainty that comes with the new role.

One personal challenge that leaders must grapple with is the need to adapt to a new corporate culture when transitioning into a new leadership role. Watkins writes, “the most daunting challenge for leaders joining new organizations is adapting to unfamiliar cultures” (27). Watkins refers to the importance of understanding the values, norms, and behaviors that drive the organization's culture to overcome this challenge. Building relationships within the team and across the organization is a significant part of this. Watkins suggests that trust and respect take time to establish, and dealing with complex office politics and interpersonal dynamics can be yet another hurdle for the new leaders.

Watkins hence presents interpersonal relationships as a key component of the emotional and psychological challenges of leadership transition.