Leadership Succession Planning and Organization Transition: A Review of Literature

Abstract

The leadership succession planning literature has placed emphasis on the three diverse perspectives, first is the contention that a resource-based approach to human resource alignment through resource, capability, and competence deployment as preferable.Second, the premise that specific human resource management practices can increase organization performance when they are aligned with one another and the organization's strategic goals.Third, the focus on the use of organization's internal resources for leadership succession planning.In this study, the research focuses on leadership succession planning and organizational transition with the goal of implementing leadership talent development and retention strategies in the organization.The research examines existing conceptual, theoretical, and empirical literature and makes a case for a theoretical model that connects leadership succession planning and organizational transition in the perspective of both leadership talent retention and talent development policy dynamics.The study analyzes significant organizational outcomes as a result of the implementation of leadership succession planning, with implications for seamless organizational transition and leadership talent retention based on the establishment of leadership talent development policy.The research identifies a phenomenon originating from the deployment of leadership succession planning and presents a theoretical model with various implications for future empirical investigation based on the postulates of several underpinning theories.