Changing Organisational Practice for Leadership Succession: The Beginnings of a Developmental Model

By Barbara Dexter.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

Organisations are becoming concerned about the ageing population and specifically the impact on current workforce profiles, especially for senior positions. A high proportion of senior executives of private sector organisations are due to retire within the next five years, so that identifying talent and developing future leaders becomes a vital part of Human Resources Development. In the public sector, it is no less of a problem. At Derby City Council, they have identified that of 100 Heads of Service, at least 41 are expected to retire within 15 years, of which 17 will be within 10 years, and 3 within 5 years. Many Heads of Service have expressed concern regarding a lack of leadership to succeed them. The Council have therefore embarked on a Succession Planning initiative.
This paper uses the City Council as a case study example of introducing a new Workforce Development Strategy, with regard to succession planning. The policy and procedure; the succession pool purpose, scope and development activities; roles and responsibilities; methods for monitoring equality impact; and self-review are discussed. The paper gives an account of how organisations are attempting to identify talent and to develop future leaders, culminating in a developmental model.

Keywords: Organisational Change, Human Resource Strategy, Succession Planning, Public Sector

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 4, pp.111-118. Article: Print (Spiral Bound). Article: Electronic (PDF File; 592.389KB).

Dr. Barbara Dexter

Quality Enhancement Manager, Faculty of Business, Computing & Law, University of Derby, Derby, Derbyshire, UK

Barbara’s work experience includes the civil service, I.B.M., business and accounting consultancy, and teaching and management roles in both Further and Higher Education. Her current role is one of academic leadership for the University, contributing to university strategy development and implementation in matters relating to teaching, learning and research-related activities. She is an advocate of high-quality research underpinning teaching. Her own research interests are eclectic and cover management & leadership development, systems thinking in organisational change, Continuous Professional Development and career development, with numerous national and international conference and journal publications. She has co-authored two recent book chapters; one on the impact of management development and the other on the career choices of MBA students. She is also Programme Leader for The Leading Manager programme, a highly successful leadership development programme run in partnership with Derby City Council.

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