Leadership Development Initiatives to Ensure Succession Planning Effectiveness

2014 ◽  
pp. 1-10
Author(s):  
Sakinah Muslim ◽  
Shireen Haron ◽  
Rugayah Hashim ◽  
Norraidah Hassan
Keyword(s):  
Leadership Development ◽  
Succession Planning ◽  
Development Initiatives

Successful family business succession: Utilizing peer groups for critical leadership skills development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jenell Lynn-Senter Wittmer ◽  
Clinton Oliver Longenecker ◽  
Angie Jones
Keyword(s):  
Leadership Development ◽  
Family Business ◽  
Succession Planning ◽  
Leadership Skills ◽  
Peer Groups ◽  
Family Businesses ◽  
Business Leaders ◽  
Content Type ◽  
Critical Leadership ◽  
Business Succession

Purpose The current study explores the necessary leadership skills required for leadership succession in family businesses as well as best development activities for each skill. The current study provides suggestions for best practices in developing and utilizing peer groups as a leadership development method. Design/methodology/approach A needs assessment was conducted by surveying 150 family-business leaders. Leaders were asked, “What are your most pressing leadership development needs for your organization as you move toward succession? A follow-up question was then asked: “For each of these skills, what method would best help develop this skill for family business leaders?” The responses were content analyzed, placed into themes, and rank ordered. Findings High agreement amongst business leaders was found as eight leadership skills were cited by high percentages of family-business leaders. Leaders overwhelmingly reported peer developmental activities as being the best method for developing these skills. Originality/value Succession planning in family-businesses is critical as many family business fail to make it past the first or second generation. However, little research explores what specific leadership skills are necessary for optimal succession. As well, many leaders in public organizations seek individual methods of development, such as executive coaching, whereas family business leaders seek group activities to learn with/through their peers.

Preparing Tomorrow's Library Managers

2016 ◽  
pp. 1738-1765
Author(s):  
Evadne McLean ◽  
Mark-Shane Scale ◽  
Margaret D. Rouse-Jones
Keyword(s):  
Leadership Development ◽  
Career Development ◽  
Succession Planning ◽  
Professional Staff ◽  
Assessment System ◽  
Strict Adherence ◽  
Library Administration ◽  
Professional Activities ◽  
Staff Appraisal ◽  
The University

This chapter reports on a study of leadership development and succession planning at The University of the West Indies Libraries. The research shows that in the absence of formal succession planning, leadership training takes place in tandem with the staff appraisal and career development process. The annual appraisal and assessment system provides the opportunity for staff who aspire to leadership positions to be guided in their career development and thus be better prepared when vacancies arise. The benefits provided to academic, senior administrative and professional staff—for example, funding for travel and professional activities, special leave for scholarly pursuits and other career development opportunities—are utilised by librarians to advance their careers. The chapter highlights the importance of strict adherence by library administration to the annual appraisal and assessment processes and staff use of organisational support for career development as integral components in leadership development and succession planning and implementation.

A Model for Physician Leadership Development and Succession Planning

2015 ◽  
Vol 18 (1) ◽  
pp. 38-42 ◽  
Author(s):  
Isser Dubinsky ◽  
Nadia Feerasta ◽  
Rick Lash
Keyword(s):  
Leadership Development ◽  
Succession Planning ◽  
Physician Leadership

scholarly journals Succession Planning Activities at a Rural Public Health Department

2015 ◽  
Author(s):  
Sandra Cole ◽  
Clifford Harbour
Keyword(s):  
Public Health ◽  
Leadership Development ◽  
Succession Planning ◽  
Health Department ◽  
Public Health Authority ◽  
Public Health Department ◽  
Face To Face ◽  
Health Officer ◽  
Public Health Office ◽  
Rural State

This qualitative case study utilized interviews and evaluation of publicallyavailable documents to investigate the process of succession planning in a moderately-sized public health office located in a metropolitan community in a frontier-rural state. Following analysis of the data, the results were compared to literature findings. Four public health directors, the County Health Officer and the Board of Health chairperson participated in the private, face-to-face interviews. These individuals were asked to participate because they have the ability to direct staff leadership development activities. A formal succession planning program did not exist at this agency; however, on an informal basis, leadership development was evident. Successes in promotion of leadership development included establishment of a cooperative and collegial work atmosphere. Barriers to the process of succession planning included a lack of stable funding, lack of understanding about the role of public health by the public, erosion of public health authority, inability to recruit trained personnel, low pay scales, and aging of the current workforce. The results of this study indicate that although formal succession planning programs may not exist within an agency, leadership development is still possible through proven adult education methods.

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