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Conclusion: IT professionals who operate in a structured and predictable environment could find the role change to that of an IT manager more challenging than they had anticipated, as it typically requires a mind-set change from completing one or two tasks to managing people. To avoid disappointment, senior management must help new IT managers make the transition and cope with the nuances of the role.

To help them succeed, assign other IT managers, who have made the transition, to coach them. In this way they can learn how to act out the new role and come to grips with the politics of the organisation, or spheres of influence, and know how to interpret business priorities.

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