Effect of Succession Planning on Leadership Elevation

Authors

  • Ammad Zafar Department of Public Administration, University of Karachi
  • Dr Ghazal Khawaja Hummayun Akhtar Department of Public Administration, University of Karachi

DOI:

https://doi.org/10.46568/pjass.v11i2.469

Keywords:

Leadership Elevation, Succession Planning, Organization, Individual development, Leader

Abstract

Performance of any organization depends on productivity of leadership. the leaders are responsible for effective utilization of organization’s resources. The leader gives the directions to subordinate for accomplishment of task as per need. Study reveals, many organizations are lacking availability of leadership. Management people are not ready to perform future assignment. However, succession planning can be an effective tool for development of future leadership. Succession planning is the process of identifying key area and position of organization. it helps organization in identification of potential leader and competencies required to complete assignment. Succession planning improve the ability of employee and evaluate its performance. The study aims to analyze relationship between succession planning and leadership elevation. A survey of 300 personnel was conducted through closed ended questionnaire. 50% respondent belong to male and 50% to female. Convenience sampling is used to draw sample in the study. The study reveals succession planning has significant positive impact on leadership elevation.

References

Ahmad, R. B., Mohamed, A. M. & Manaf, H. B. (2019). The Relationship Between Transformational Leadership Characteristic and Succession Planning Program in the Malaysian Public Sector. International Journal of Asian Social Science, vol.7:1, pp.19-30. DOI: https://doi.org/10.18488/journal.1/2017.7.1/1.1.19.30

Anon. (2003). Softscape Survey of HR Executives Reveals 70 Percent Seeking to Prepare for Talent Crisis. Business Wire, Retrieved from https://www.businesswire.com/news/home/20031008005104/en/Softscape-Survey-HR-Executives-Reveals-70-Percent.

Antonakis, J. E., Cianciolo, A. T. & Sternberg, R. J. (Eds.). (2004). The Nature of Leadership. Sage Publications, Inc.

Antonakis, J., & Day, D. V. (2004). Leadership: Past, Present and Future. Sage Publications, Inc.

Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations.

Sage. Bass, B. (1998). Transformational Leadership: Industrial, Military and Educational Impact. Lawrence Earlbaum Associates, vol.79:3, p.91.

Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York: Collier Macmillan.

Boseman, G. (2008). Leadership Effective Leadership in a Changing World. Journal of Financial Service Professionals, vol.62:3, p.36.

Charan, R., Drotter, S. & Noel, J. (2010). The Leadership Pipeline: How to Build the Leadership Powered Company. John Wiley & Sons.

Clutterbuck, D. (2005). Succession Planning: ADevelopmental Approach. Development and Learning in Organizations: An International Journal, vol.19:5, pp.11-13. DOI: https://doi.org/10.1108/14777280510616230

Derue, D. S., Nahrgang, J. D., Wellman, N. & Humphrey, S. E. (2011). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of their Relative Validity. Personnel Psychology, vol.64:1, pp.7-52. DOI: https://doi.org/10.1111/j.1744-6570.2010.01201.x

Fegley, S. (2006). 2006 Succession Planning Survey Report. Alexandria, VA: Society for Human Resource Management, pp.1-33.

Hackman, M. Z. & Johnson, C. E. (2013). Leadership: A Communication Perspective. Waveland Press.

Hamilton, F. & Bean, C. J. (2005). The Importance of Context, Beliefs and Values in Leadership Development. Business Ethics: A European Review, vol.14:4, pp.336-347. DOI: https://doi.org/10.1111/j.1467-8608.2005.00415.x

Hernez-Broome, G. & Hughes, R. J. (2004). Leadership Development: Past, Present and Future. Human Resource Planning, vol.27:1, pp. 24-32.

Howell, J. M. & Avolio, B. J. (1993). Transformational Leadership, Transactional Leadership, Locus of Control and Support for Innovation: Key Predictors of Consolidated-Business-Unit Performance. Journal of Applied Psychology,vol.78:6, p.891. DOI: https://doi.org/10.1037/0021-9010.78.6.891

Kim, T. K. (2015). T Test as a Parametric Statistic. Korean Journal of Anesthesiology, vol.68:6, pp.540-546. DOI: https://doi.org/10.4097/kjae.2015.68.6.540

Klagge, J. (1997). Leadership Development Needs of Today’s Organizational Managers. Leadership & Organization Development Journal, vol.18:7, pp.355-362. DOI: https://doi.org/10.1108/01437739710190666

Lajevardi, J. & Jamali, N. A. (2011). Relationship between Emotional Intelligence and Reference Style of Manager's Leadership. Journal of Management Perspective, vol.1.

Leskiw, S.-L. & Singh, P. (2007). Leadership Development: Learning from Best Practices. Leadership & Organization Development Journal, vol.28:5, pp.444-464. DOI: https://doi.org/10.1108/01437730710761742

Lowther, T. & Dexter, W. (2002). Continuing ed: Defining Professional Development. Consulting-Specifying Engineer, vol.32:1, pp. 6-16.

Mackey, A. (2008). The Effect of CEOs on Firm Performance. Strategic Management Journal, vol.29:12, pp.1357-1367. DOI: https://doi.org/10.1002/smj.708

Norburn, D. & Birley, S. (1988). The Top Management Team and Corporate Performance. Strategic Management Journal, vol.9:3, pp.225-237. DOI: https://doi.org/10.1002/smj.4250090303

Northouse, P. G. (2010). Leadership: Theory and Practice (5th ed.). Thousand Oaks: Sage publications.

Olrich, Goldsmith & Karter. (2005). Leadership Development and Organizational Changes, Translated by Moeeinodini. Tehran: Management Organization. http://www.ijbhtnet.com/journals/Vol_2_No_5_August_2012/17.pdf

Park, H.-A. (2013). An Introduction to Logistic Regression: From Basic Concepts to Interpretation with Particular Attention to Nursing Domain. Journal of Korean Academy of Nursing, vol.43:2, pp.154-164. DOI: https://doi.org/10.4040/jkan.2013.43.2.154

Perlmutter, L. S. (2012). Transformational Leadership and the Development of Moral Elevation and Trust, University of British Columbia, pp. 60-72. Retrieved from https://open.library.ubc.ca/cIRcle/collections/ubctheses/ 24/items/1.0076999

Rothwell, W. (2005). Putting Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (3rd ed.). New York: Amacom.

Rothwell, W. J. (2011). Replacement Planning: ASstarting Point for Succession Planning and Talent Management. International Journal of Training and Development, vol.15:1, pp.87-99. DOI: https://doi.org/10.1111/j.1468-2419.2010.00370.x

Rowe, W. G. (2001). Creating Wealth in Organizations: The Role of Strategic Leadership. Academy of Management Perspectives, vol.15:1, pp.81-94. DOI: https://doi.org/10.5465/ame.2001.4251395

Tirmizi, S. A. (2002). The 6-L Framework: AModel for Leadership Research and Development. Leadership & Organization Development Journal, vol.23:5, pp.269-279. DOI: https://doi.org/10.1108/01437730210435983

Ugoni, A. & Walker, B. F. (1999). The Chi Square Test: An Introduction. Comsig Review, vol.4:3, pp.61-64.

Yukl, G. (2002). Leadership in Organizations (5th ed.). Upper Saddle River: Prentice Hall.

Zafar, A. & Akhtar, G. K. (2020). Effect of Succession Planning on Orgnizational Growth. Journal of Social Sciences and Humanities, vol.59:1, pp.21-33. https://doi.org/10.46568/jssh.v59i1.323 DOI: https://doi.org/10.46568/jssh.v59i1.323

Zafar, A., Memon, A. & Khan, M. N. (2018). Implication of HR Components on Employee Performance: A Comparative Analysis of Public & Private Sector Employees. Pakistan Administrative Review, vol.2:2, pp.223-232.

Downloads

Published

2020-09-08

How to Cite

Zafar, A., & Khawaja Hummayun Akhtar, G. . (2020). Effect of Succession Planning on Leadership Elevation. Pakistan Journal of Applied Social Sciences, 11(2), 21–36. https://doi.org/10.46568/pjass.v11i2.469

Issue

Section

Articles