SUCCESSION PLANNING IN LEADERSHIP IN POLYTECHNIC INSTITUTES: FOR STABILITY AND OPERATIONAL RESILIENCE

Abstract

This grounded theory study examined succession planning for senior leadership positions within polytechnic institutes. Sixteen senior leaders from three polytechnic institutes in Canada were interviewed about their institutes’ existing senior leadership recruitment, retention, and training practices and any alignment between strategic planning and succession planning efforts. Additional data were collected from institutional websites and strategic documents shared by the interviewed leaders. This study explored the role of strategic planning, organizational leadership, and the overall talent management framework in addressing internal and external challenges faced by higher education institutions due to changes in technological; student demographic; and socio-political and economic influences. The findings revealed a desire among senior leaders for succession planning to be a strategic and an ongoing conversation at all levels. Six themes emerged: institutional strategy, accountability, leadership development, talent management, essential leadership skills, and informal succession planning. Through examination of these themes, this study proposed the 4P Model for Succession Planning in Polytechnic Institutes, centered on Purpose, Progression, Performance, and Persistence.