Approaches to succession management of non-academic leaders in higher educational institutions: evidence from the University of Cape Coast, Ghana

Abstract

The University of Cape Coast, Ghana has 15 doctorates and centres with their heads designated as directors. The paper assesses the approach(es) to succession management of non-academic directors of the university. We conducted in-depth interviews with nine of the 15 directors. We presented the qualitative data which was analysed applying inter-textual analytical tool by examining the relationship among our three sets of data to ascertain the extent to which our research objective is achieved. We found that the university does not adopt any formal approach due to the absence of a formal succession plan. The institution therefore depends on its statutes which make succession appear as an ordinary role replacement, thereby departing from the conversional approach to managing talent. We recommend that the university should design and commit to its own leadership succession plan and consider competence/performance record as well, instead of depending solely on seniority as 'succession' criterion.