Leadership Succession Planning Research Articles

Leadership Succession Planning for ANCC Accredited Providers in Nursing Continuing Professional Development.

Succession planning in leadership is a strategic process used to identify and develop future leaders to fill key organizational positions. This process ensures continuity of leadership and helps maintain the organization's performance over time. Succession planning is essential for critical roles and can be part of a broader strategic plan for talent management. Organizations that are accredited by the American Nurses Credentialing Center (ANCC) in Nursing Continuing Professional Development (NCPD) can benefit from implementing succession planning to drive the stability of its work as an Accredited Provider and confirm that the organization maintains its commitment to quality in providing NCPD. This column describes how the Accredited Provider Program Director (AP-PD) role can benefit from implementing succession planning into the structure of the Accredited Provider processes. [J Contin Educ Nurs. 2024;55(7):321-325.].

The Effect of Leadership Succession Planning on the Stability of Evangelical Churches in Nairobi County, Kenya

Contemporary church leaders shoulder the responsibility of being visionary and fostering a culture that promotes the stability of Churches. However, the instability witnessed in many churches has brought forth numerous challenges, notably stemming from leadership tumult, which adversely impacts the affected congregations. The negligence of leadership succession and transition processes within churches is a significant contributor to this instability. This paper delves into establishing the effect of leadership succession planning on the stability of Evangelical churches in Nairobi County, Kenya. Drawing from 60 churches, 360 church leaders were sampled from whom data was collected using a questionnaire. The strategic leadership theory was used to explain how succession planning facilitates the establishment of strong connections between leaders and their followers, ensuring a smooth transfer of leadership responsibilities and ultimately enhance stability of evangelical churches. The study reveals that among the succession models examined, including mentoring, (M=3.96, SD=0.716), talent management (M=3.83, SD=0.770), employee retention (M=3.78, SD=0.931), and career development, (M=3.72, SD=0.764) mentoring emerges as a predominantly adopted approach by leaders in Evangelical Churches in Nairobi County. Moreover, the findings indicate that succession planning contributes significantly to church stability, accounting for over 18% of the overall stability. Consequently, the study recommends the integration of leadership and management practices through a holistic approach encompassing mentoring, talent management, career development, and employee retention strategies, complemented by tailored training programs to enhance church stability.

Protecting digital rights of India: planning for succession at Internet Freedom Foundation (IFF)

Learning outcomes The learning objectives of this case study are based on Bloom’s taxonomy. Upon completion of the case study discussion and exercises, successful students will be able to design a leadership transition and succession plan for non-profit organisations; identify and evaluate critical skills and competencies required in leadership positions; and frame expectations and responsibilities for new and departing executives. Case overview/synopsis Apar Gupta co-founded Internet Freedom Foundation (IFF), a digital rights organisation born out of SaveTheInternet – Net Neutrality movement of 2015, credited for urging the Telecom Regulatory Authority of India to uphold net neutrality in India. And ban zero-cost internet services that promoted data discrimination in the country. After working on and winning the net neutrality movement, Gupta identified many areas in technology where democratic rights had not been identified or were yet to be clearly defined (like in the case of net neutrality). There was also a service gap between the existing internet volunteer groups and digital rights organisations, which could IFF fill. This was to provide objective clarity, stakeholder identification, handle policy discussions and, most importantly, arrange resources to support movements over the long term. This prompted him to co-found IFF in 2017, which he later joined as a full-time executive director in 2018. IFF worked at the intersection of technology, democratic rights and government policies and was comparable to some global organisations, such as the Electronic Frontier Foundation in the USA and the Open Rights Group in the UK. Still, none existed in India at the time. After four years as a full-time executive director in 2022, he was convinced that it was finally time for him to act on the pre-defined strategic departure plan and work towards succession for the executive director position. While there were visible gaps in the system, Gupta’s leadership design and plans had helped IFF overcome existential challenges in the past. Also, while digital rights were still at a nascent stage in emerging economies, under Gupta’s leadership, IFF had delivered unmatched value to its beneficiaries in the world’s biggest digital consumer market. However, constant changes in regulations and continuing financial constraints made him nervous about the outcomes of the succession and the overall sustainability of IFF. Gupta wanted to ensure that this phased transition from executive director after two years and then trustee manager after the next four years are carefully communicated to reduce the likelihood of attrition and loss of trust. Being the co-founder and the first and only executive director IFF had seen, the organisation would also require significant skill and competency mapping to identify the new executive leadership. But with no clear internal successor in sight, the non-profit trust would also need a successor who not only was competent but also would share a passion for the type of work done by IFF, its unique delivery mode, and also would openly inherit its position in society. The other alternative strategic routes present were to look for dual leadership or interim leadership, but then there could be concerns about Gupta’s influence overshadowing any such alternative. In the case scenario, IFF is planning for succession while navigating the organisation through financial constraints and constant regulatory changes to ensure long- and short-term sustainability. Complexity academic level The case study has been written to gain insights into departure-defined successive planning in non-profit organisations. The case study can also be used to gain insights into innovative start-ups and innovative non-profit start-ups, as digital rights are still at nascent stages in emerging markets. The case study will be valuable for courses such as human resource management, strategic human resource management, social entrepreneurial leadership, leadership development, start-up environment, innovation and entrepreneurship, public policy, development studies, cyber security and information technology. The case study also allows students and young professionals to take the perspective of an innovative start-up founder and design a departure-defined succession plan. The case study can also be useful for senior students wanting to undertake an entrepreneurial career by starting or joining a non-profit organisation. While the case study is suitable for postgraduate- and executive-level courses, it can also be used for conducting entrepreneurial workshops and skill training. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

The relationship between succession planning and survival of family business in Delta State, Nigeria

This seminar paper focused on the Relationship Between Succession Planning and Survival of Family Business in Delta State, Nigeria. The specific objectives are to: examine the impact of leadership succession planning on the survival of family business in Delta State, Nigeria and establish the impact of mentoring on the survival of family business in Delta State, Nigeria. The population of this study consists of the management and staff of the selected SMEs, which include; Dominion Gas, Blessed Plastics, Vinco Supermarket, Roban Stores, Gabs and Anny Stores who are currently on their payroll regardless of years of experience as of January 2024. The sample size of One hundred and seventy-four (174) was obtained using the Taro Yamani sample size formula. A stratified sampling technique was used. The study was driven by primary data. The data were analyzed using correlation and regression analysis as analytical tools. Findings revealed that Leadership Succession Planning (β =.259, P < 0.00), Mentoring (β =.136, P < 0.01), Innovation Investment (β =.130, P < 0.01), and Quality of Service (β =.075, P < 0.02). These are the dimensions with the strongest positive effects on the survival of the family business. The study concluded that A business mentoring program will help both mentors and mentees to develop their potential and upgrade their expertise. Effective mentoring can be associated with positive work behaviours, improve performance and contribute to succession planning because those who have been mentored are more likely to become mentors themselves. The management should also provide equitable opportunities for employees to feel motivated to improve the quality of their varied services. This will allow all employees, regardless of the output quality, to increase the efficacy of different brands, which may encourage customer retention.

Uncovering the Driving Forces behind Succession Planning in Namibian Commercial Public Enterprises: A Look at Executive Leadership

A robust succession plan for executive leadership is vital for organizational growth. This study examines challenges faced by Namibian human resource managers in maintaining effective executive leadership within Commercial Public Enterprises (CPEs). Employing a constructivist approach, it explores managers' perspectives on succession planning as a crucial tool for learning and development among Namibia's CPE managerial cadre. Using a convergent mixed-methods design, the study combines qualitative and quantitative data collection and analysis. Simple random sampling determines the quantitative sample, while purposive sampling selects the qualitative sample, involving 210 participants from 22 CPEs, resulting in a sample of 63 participants. Findings highlight the importance of education, mentoring, and training in shaping executive leadership succession planning in CPEs. Charismatic Chief Executive Leadership and a transactional leadership style emerge as pivotal for sustained organizational success. The study recommends strategic focus on educational programs, mentorship, and training to enhance succession planning in Namibia's CPEs, contributing to broader discussions on organizational leadership and succession planning, particularly in African nations.

Supporting the Role Transition of Interim Nurse Managers: Development of an Evidence-Based eManual.

Executive nurse leaders may rely on interim nurse managers (INMs) to fill vacated nurse manager positions open for an extended time. To optimize the INM role for future leadership succession planning, ongoing professional development for this role is critical. The authors describe the use of evidence in the creation of onboarding leadership resources to support the role transition of INMs within a healthcare environment over a 100-day period.

FE-LEAD : AN EXPLORATION STUDY TO CREATE FUTURE LEADERS IN GOVERNMENT AGENCY THROUGH TALENT MANAGEMENT

This research aims to explore an integrated model related to mechanisms or operational standards for the leadership succession planning system through developing talent management theory and analyzing Indonesian Government Agencies that can be involved in implementing the succession planning system. The research is qualitative through comparative studies and literature reviews in the form of regulations related to managing state civil servants (ASN) using an exploratory, and descriptive analysis method. The findings in this research are that the government can optimally implement the operational mechanisms or standards to build an integrated succession planning system through talent management in each government agency. The results of this research recommend that the succession planning system be an urgent element to be realized immediately and to create future leaders who are professional, dignified, and able to become the central axis in the wheels of a future government.

The Interplay of Factors Driving Succession Planning in Namibian Commercial Public Enterprises

This paper examined the relationship between employee traits and organizational performance in Namibia's Commercial Public Enterprises (CPEs) succession planning. The study was conducted on a total population of 47 participants drawn from 22 CPEs in Namibia. Primary data were collected using closed-ended research questionnaires and interviews, and qualitative data analyses were employed. Descriptive statistics were used to analyze quantitative data, while correlation was performed to determine the relationships among the variables. Qualitative data was gathered through interviews to gauge the targeted managers' attitudes, beliefs, values, and experiences with executive leadership succession planning. The majority of respondents indicated the following as essential factors to consider in recruitment for succession planning of CPEs: the successor's age, education, experience in commercial PPEs, outside management experience, past performance, knowledge and skills in marketing, finance, strategic planning, interpersonal skill, technical knowledge and skill, decision making ability, experience, compatibility of goals with current CEO/MD, commitment to the business, psychological traits, respect from employees and trust by employees. This study provides further evidence on succession planning challenges, such as the organization's size and failure to retain employees. This study serves as a reference for the management of CPEs in Namibia for effective succession planning.

Navigating Psychological Crises in Leadership Transitions

Abstract This paper delves into the psychological crisis that leaders and managers in private higher education institutions (HEIs) encounter when transitioning into new job roles. The study employs Bridges’ Transition Model to examine the internal obstacles and adaptive measures that emerge during the transitional phase, with a specific emphasis on the psychological dimensions of the transitions. The study utilised a qualitative research methodology and grounded theory approach that involved conducting in-depth interviews and analysing relevant documents to investigate the experiences of leaders and managers in the context of organisational transitions. The results of the study offer significant contributions to the field of organisational management, particularly in the area of leadership succession planning. The findings shed light on effective strategies for managing leadership transitions, promoting smoother transitions, and providing adequate support to individuals in leadership positions during periods of organisational change.

Leadership Succession Planning Contributions Towards Family-Owned Business Performance and Sustainability in South Africa

Worldwide, family business has gained prominence as one of the critical vehicles for creating employment and hence made a contribution in the efforts to eradicate poverty. However, most family business lack of leadership succession planning, which eventually lead to low levels of performance and lack of sustainability. The purpose of this study was to investigate the relationship between leadership succession planning, performance, and sustainability of family businesses. A qualitative methodological approach was utilized where participants were selected using purposive and snowball sampling methods. Semi-structured interviews were used in collecting data and the collected data was analyzed thematically. The study found that leadership succession planning is linked to sustainability and general performance within family businesses. Conversely, it was found that levels of sustainability and failure of family businesses are related to their inability to come up with effective succession leadership planning. This finding confirms the vital role that leadership succession planning plays in enhancing the performance and sustainability of a family business.

The reality of leadership succession planning in the general administration of the Palestinian Electricity Distribution Company, according to Seven-star Rothwell’s model

The study aimed to analyze the reality of practicing leadership succession planning in the general management of the Palestinian Electricity Company in the southern governorates (Gaza Strip), in addition to identifying the challenges that impede the practice of succession planning and its effectiveness. This study followed the analytical descriptive method and a questionnaire as collecting tools and applied them to supervisory staff in the general management of the company by using the comprehensive survey method. A total of 102 male and female employees participated, and 93 valid questionnaires were recovered for analysis, with a recovery rate of 91.2%. The most important results showed that the general management of the company practices leadership succession planning in all its stages to a medium degree. The results also showed that there are a number of obstacles and challenges that impede the effective practice of the leadership succession planning process, such as the lack of background knowledge of successful experiences for this kind of planning and the weakness of the evaluation system associated with the succession planning process. and the lack of sufficient conviction to spread the culture of planning to successive leaderships among the management of the company. The statistical software program (SPSS V24) was used to test and analyze the data. One of the key recommendations of the study was to give more attention to the leadership succession planning process and work on addressing the challenges that reduce its effectiveness within the company.

Grounded Theory Approach In University Leadership Succession Planning Model Development: From The Methodological Perspective

This paper presents the development of a leadership succession planning model for a Malaysian public university using Charmaz's Grounded Theory Approach. This study emphasised the research methodology, specifically on constructivist Charmaz's Grounded Theory Approach, which aligns with the constructivist philosophy of this research. The sampling process began with a selection of a specific public university as a case study. Subsequently, the initially selected participants were identified from the university’s organisational chart. Interview invitations were then sent to participants and those who were accepted were interviewed. Chain-referral sampling, with emphasised on the principle of theoretical sampling, was conducted according to the recommendations of the participants. The data analysis, which included open, axial/focus, and selective coding, began after the first participant was interviewed. Constant comparison of data started after the second participant was interviewed and continued until data from all participants were collected. Fourteen participants participated in both one-on-one and group interviews, based on their preferences. To ensure research trustworthiness, five techniques were employed: data triangulation, member checks, active engagement in data collection, the researcher's position and reflectivity, and a detailed description of the research method. Following the selective coding process, data reduction was performed to eliminate redundant information. The collected data were then utilised to develop a leadership succession-planning model for the university. Feedback from relevant stakeholders currently involved in the university's leadership succession planning was obtained to ensure the alignment of the developed model with the actual situation at the case university. A comprehensive description of each step in the process enhances the transferability of the research methodology and can assist other researchers in developing their own models.

Mentoring Experience for Career Advancement: The perspectives of Black Women Academic Nurse Leaders

Mentoring is critical for career advancement in all professions. It is especially crucial for leadership development and succession planning. Studies suggest that increasing the racial minority representation in higher-level leadership will provide diverse skill sets, promote innovation, and yield positive outcomes. The study aimed to examine how Black women academic nurse leaders perceive mentoring in academic nursing using critical race theory as the guiding framework and explore the crucial role of mentorship in promoting and advancing Black women academic nurse leaders. The study used a narrative qualitative research design, purposive sampling, and unstructured interviews to collect and thematically analyze data. Findings fall under two major themes; being mentored and mentoring others. The findings highlight perceived significant differences in the allocation of resources and mentoring for career advancement in academic nursing for Black nurses compared to those classified as white. Increasing diversity in nursing requires deliberate effort from majority white leadership.

The impact of leadership succession planning in organizations

The impact of leadership succession planning in organizations

The Magic Spark Model: The Future of Leadership Development

The crucial role in developing transformational leadership skills for the future is at the heart of business acumen today and while our model worked in this environment, we encourage additional experimentation using the magic spark model. In our experiment, we found a new way of leadership succession planning which is crucial for business success. Without selection and progression of leadership, the organizational life cycle will end with death. The magic spark model will help organizations better plan leadership succession and help them stay vital on the organizational life cycle. This article offers novel insights into the future of leadership succession planning. As executives across the globe develop a solid foundation that builds upon the idea of passing the torch (i.e., Succession Planning), they will be able to withstand any tumultuous activity facing organizations in our hypercompetitive work environment.

A Transformative Leadership Journey: Experiences of Graduates of the American Physical Therapy Association Fellowship in Education Leadership.

Physical therapy education has an acute need for effective leaders due to multiple factors, including increasing numbers of programs and retirement of experienced leaders. Recognizing the need for formal leadership education, the American Physical Therapy Association (APTA) developed a fellowship in physical therapy educational leadership in 2011. This study aimed to understand participants' perceptions of their leadership experience and the role of the APTA fellowship. A commonly reported approach to evaluating leadership education programs was designed by Kirkpatrick. Twenty-five fellowship graduates from 2012 to 2019 participated. We used a qualitative methodological approach incorporating a heuristic technique to gain an understanding of fellowship graduates' long-term perspectives. Semi-structured interviews were conducted via Zoom. Data were analyzed using thematic analysis. Three themes were constructed using a journey metaphor: embarking on the journey, engaging in the journey, and realizing the effects of the journey. 1) Embarking on the journey included 2 subthemes: a) participants' personal aspirations as career planners, reluctant leaders, or explorers; and b) institutions' goals for a change in leadership or intentional succession planning. 2) Engaging in the journey included 3 subthemes: a) the fellowship learning environment builds a sense of community; b) consideration of leadership frames influences participants' thinking about leadership; and c) participants' institutional environment influences their learning. 3) Effects of the journey included 3 subthemes: a) personal growth as a leader including personal awareness and confidence; b) institutions' benefits from participants' leadership projects and increased engagement in institutional leadership; and c) physical therapy professions' gains from participants' seeking leadership positions in professional organizations. The APTA Fellowship in Educational Leadership results in transformative change of participants as leaders. Findings offer guidance to individuals considering embarking on a leadership journey and institutions considering how to prepare and support emerging leaders in physical therapy education.

Examining the Linkage between Transformational Leadership Styles and Succession Planning Programs in Malaysian Public Universities

ABSTRACT This study examined transformational leadership and succession planning in Malaysian higher education. The study investigated how transformational leadership influences university staff career development and leadership preparation. Data were obtained from 300 university administrators and academics. The analysis was done using Smart PLS. The data revealed that idealised influence and inspirational motivation were positively and significantly associated to career development, whereas intellectual stimulation and individual influence had an insignificant negative relationship. Furthermore, when examined with leadership preparation, idealised influence and intellectual stimulation were shown to be inconsequential, whereas individual influence and inspiring motivation revealed an insignificant negative relationship. In conclusion, the study improves the existing framework in regard to understanding how transformational leaders can facilitate career development and leadership preparation of university employees in Malaysia. It is hopeful that the findings can help university policy makers to strategically formulate human resource development policies to improve succession planning programs.

Pass the torch: Leadership development and succession planning in nonprofit organizations

AbstractSuccession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long‐term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations.

Leadership Succession Planning and Executive Board Service.

Executive boards are a vital component of the organizational structure and success of publicly traded corporations and nonprofit organizations. The executive board, sometimes known as the board of directors, is responsible for oversight and visionary leadership that guides both the current and future direction of the organization. Board members lead toward a sustainable future by establishing sound ethical and legal practices and financial management policies, ensuring adequate resources and structure to advance the organizational mission ( National Council of Nonprofits n.d.b National Council of Nonprofits. (n.d.b). Board roles and responsibilities. Retrieved from https://www.councilofnonprofits.org/tools-resources/board-roles-and-responsibilities Google Scholar ). Board members do not manage the day-to-day operations; rather, they provide stewardship, foresight, and insight to ensure the organization maintains focus on its fundamental core mission and values (Box). Rajashree Koppolu, RN, MS, CPNP-PC/AC, MSL, Manager of Advanced Practice Professional Development and Pediatric Nurse Practitioner, Pediatric General Surgery, Lucile Packard Children's Hospital Stanford, Palo Alto, CA. Cheryl Cairns, DNP, MSN, CPNP, General Pediatrics Willoughby Hills Family Health Center, Cleveland Clinic, Cleveland, OH. Daniel Crawford, DNP, ARNP, CPNP-PC, CNE, Associate Professor (Clinical), Director, PNP-PC Program, University of Iowa College of Nursing, Iowa City, IA. Emiko Dudley, MSN, APRN, CPNP-AC/PC, Pediatric Pulmonology, UT Health San Antonio, San Antonio, TX. Laura Finn, MSN, CPNP-PC/AC, Acute & Critical Care, Ann & Robert H Lurie Children's Hospital of Chicago, Chicago, IL. Gail Horner, DNP, RNC, CPNP, SANE-P, Child & Family Advocacy, Nationwide Children's Hospital, Columbus, OH.

Leadership Succession Planning and Organization Transition: A Review of Literature

Leadership Succession Planning and Organization Transition: A Review of Literature