Continuous leadership changes and constant exchanges in command functions can benefit organizations; however, these changes must be investigated and analyzed to ensure their effectiveness. This research aims to propose actions to mitigate the impacts of discontinuity in corporate strategic decisions. The methodology was made possible through a survey prepared on a digital platform to locate, within the various business sectors, leaders who have implemented changes and employees who have witnessed the changes of leaders, pointing out which are the critical factors of discontinuity of strategic decisions, discontinuities in management and organizational identity. The results point out that, for the employees, the "Functionality Dimension" brings greater importance and impacts, such as reductions in the number of employees and reductions in training and development. Employees are mobilized as a result of their interactions with hierarchical superiors and the organizational climate, which brings high levels of insecurity to their work routines and future in the organizations. Actions were proposed to minimize the risks or impacts on the change processes when implementing the change of leaders.
Keywords: Organizational Change; Organizational Culture; Decision-making.