Succession Planning: Addressing the Lack of Internal Executive Leadership Preparation within Higher Education Institutions

Autor/in	Morrow, Megan E. M.
Titel	Succession Planning: Addressing the Lack of Internal Executive Leadership Preparation within Higher Education Institutions
Quelle	(2023), (244 Seiten) PDF als Volltext Verfügbarkeit Ed.D. Dissertation, Grand Canyon University
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	979-8-3794-3599-8
Schlagwörter	Hochschulschrift; Dissertation; Leadership Training; Administration; Occupational Mobility; Higher Education; Strategic Planning; Power Structure; Administrator Attitudes; Diversity + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Führungslehre; Verwaltung; Berufliche Mobilität; Hochschulbildung; Hochschulsystem; Hochschulwesen; Strategy; Planning; Strategie; Planung
Abstract	The purpose of this qualitative, interpretive phenomenological analysis (IPA) study was to understand how higher education leaders experienced succession planning programs in their organizations, and how they experienced the development and preparation of internal leaders promoting into vacant leadership roles after turnover occurs. There is slight research on succession planning strategies in HEIs and this study contributes to the literature. Research questions explored how higher education executive leadership and administrators experienced any form of succession planning in their current organizational strategy, working through knowledge gaps and how they experienced their employees moving into leadership roles after turnover occurred. The conceptual framework was succession planning, developed from theories on administrative management. Purposive sampling identified the target population and target sample, narrowing it to 10. Thematic analysis assembled rich descriptions from the participant interviews. Data collection ensued through interviews using a video platform and hand coding in vivo. The results generated key themes: (a) leaders experienced a lack of succession strategies (b) leaders experienced organic professional development (c) knowledge management experienced as reactive (d) leaders experienced culture overtaking business mindset (e) talent retention was experienced as a challenge (f) leaders experienced ill-prepared changes (g) leaders experienced siloed communication (h) leaders experienced low leadership diversity (i) power plays experienced by leaders (j) recruiting practices experienced as misaligned. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01