Thesis (Ed. D.)--UCLA, 2006. / Vita. Includes bibliographical references (leaves 152-157).

Leadership development is very important in business and much is often said about ‘growing’ leaders in business organisations. Leadership development cannot be achieved in one training course or programme, but should rather be an everyday practice of existing leaders. Leader development concentrates on individual leader development, enrichment or attainment of within-person competence while leadership development concentrates on relational development. This paper addresses and outlines how an all-inclusive method to leadership development and succession planning is needed for the employees of the Eastern Cape Treasury. It also looks at the willingness of the existing leadership in government to coach and mentor the youth of today to take on a leadership role when the current leaders exit the market. The head office in Bhisho for the Eastern Cape Treasury has 390 employees and in total, when combined with district offices around the Eastern Cape, there are 454. The questionnaire was sent out to 80 employees and 55 of those were filled and returned to the researcher. The targeted employees were those in the following positions: Administrative Officer, Assistant Director, Deputy Director, Director and Chief Director. The empirical results though showed that Autocratic Leadership and Satisfaction with Compensation Package had no correlation with Leadership development, whereas Organisational Culture, Senior Management Support and Participative Leadership Style showed positive correlation with Leadership development success. Implementing the recommendations might help with improving leadership development in the Provincial Treasury.

A review of the literature revealed that firms are inherently influenced by leadership in the upper echelons of the organization. The seminal paper of Hambrick and Mason (1984) has sparked much interest in the realm of organizational leadership. Studies involving organizational leadership have concentrated on leadership styles, the manner in which leadership takes place, leadership succession and organizational performance in an attempt to understand the dynamics of the senior leadership of organizations. Research has also explored how changes in the top management of firms has impacted its performance. This research has primarily been concerned with how a firm is impacted, once succession takes place, and has focused on financial performance, change in strategy and stockholder reaction (Shen & Cannella, 2002; Barron, Chulkov & Waddell, 2011; Friedman & Singh, 1989). Although their predisposition will largely influence the manner in which the incoming CEO acts, the literature has largely neglected the role the incoming CEO must fulfil, and how he/she steers the company, once appointed. In response, the following aim was developed to address this gap: To describe how the roles of two CEO's of the same company differed, during different time periods. The CEO assumes various strategic leadership roles, which they carry out in the context of their new environment once succession has taken place. From the literature, six strategic leadership roles were identified, which formed the foundation of this study. These were strategy formulation, strategy implementation, developing organizational culture, emphasizing ethical practices, managing the firm's resource portfolio and establishing balanced controls. The study set out to comparatively analyze two CEO's of the same firm during different periods. Both CEO's were investigated from the perspective of strategic leadership roles, allowing a comparison of their behaviour. The study analyses and describes these roles, and how they differed between the CEO's, in reaction to differing situational factors and in the context of succession. The study employed a deductive qualitative case study research design. This allowed the researcher to examine the complex phenomenon which have previously been studied at a more superficial level using quantitative methods (Baxter & Jack, 2008; Parrino, 1997; Jooste & Fourie, 2009). A qualitative methodological approach allowed the researcher to examine the topic through a lens which takes into account human variables and processes (Baxter & Jack, 2008). Data was sampled using purposive and convenience sampling while applying the critical incident technique. Data was collected through information sources such as news articles, press releases, annual reports, online interviews, news websites and other documents. Thematical analysis was used during the analysis phase of the study and allowed for patterns and links to be drawn between the collected data. The succession from one CEO to the next served as the comparative element of the study, which allowed for a contrasting of how both CEO's carried out their strategic leadership roles by adapting to their environment, and how they guided the strategic trajectory of the company. The study also took into account what both CEO's were confronted with at the start of their tenure and how this influenced how they carried out their leadership roles. It was found that Cynthia Carroll exercised her roles in a manner which addressed ethical and stakeholder engagement issues within the business. This was translated directly into how she guided the trajectory of the company. Upon appointment, Mark Cutifani exercised his roles in a manner which addressed the organizational performance and financial well-being of the company. This translated directly into how he shaped Anglo's trajectory in an attempt to better its financial performance. Given how they exercised their strategic roles in the company, each CEO influenced Anglo American's direction in a different way, which in turn, influenced the performance of the organization. It was shown that Cynthia Carroll improved the stakeholder engagement, communication and safety within the company, demonstrating behaviour that emphasized the importance of the ethics of the company. When the business had been carrying out its ethical practices effectively, but underperforming financially, Cutifani demonstrated the roles which would be geared toward resurrecting the organizational performance of the organization. Recommendations are made for further research including applying the same research method to investigate how these roles are carried out in companies which operate in a broad spectrum of industries.

A significant number of businesses operating in South Africa can be categorised as familyowned businesses and contribute substantially to employment creation, poverty eradication and wealth creation. Nonetheless, their longevity through generations remains a major cause for concern for all stakeholders. South African economy is characterised by a history of apartheid, where prior to 1994, the black majority only owned less than 5 percent of the businesses active in the economy. Since then, black majority participation in the economy has increased driven by the Black Economic Empowerment (BEE) legislation. Therefore, the aim of this study is to understand the influence of the incumbent, the successor, the family and the business, on management succession within black family-owned businesses in South Africa. The study followed an exploratory qualitative approach, using semi-structured interviews. Thirteen black family-owned business incumbents were interviewed with a view to answer the research questions. From the literature, 17 of the most widespread factors that influence management succession in family businesses were derived and formed the basis of the constructs or themes adopted during data analysis. All the interviews were recorded and then transcribed into text. A directed content analysis using ATLAS-ti was used to analyse the data, while constant comparative analysis using a meta-matrix was used to establish common themes to specific groups of respondents. The key findings showed that incumbent of black family-owned business regard the successor and incumbent-related factors as the predominant drivers of management succession. Commitment and interest of the successor towards the business and the quality of the relationship between the incumbent and the successor have a strong influence on decisions and criteria design across all the stages of the management succession process. From the family perspective, natural succession based on birth order and gender was considered to be the key determinant of the succession pool composition. Support of the successor by the family members through acceptance of the choice and not passing judgement when mistakes are made emerged as the critical family dimension that will influence the overall management succession process. In terms of the business itself, the size and nature of the business and change in market conditions were established to have a major influence on the succession process. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / unrestricted

Thesis (M.S.)--University of Wyoming, 2008. / Title from PDF title page (viewed on July 15, 2009). Includes bibliographical references (p. 29-31).

M.Tech in Business Administration (MBA) / The literature shows that most of these entities are run by their founders or by a small management team and very few such operators have proper succession planning in place. The lack of proper succession planning can have the direct effect of causing the collapse of these businesses especially when key players leave the business upon retirement or in pursuit of other options. The loss of knowledge and experience, and the consequences thereof for business is well-documented. The exit or exodus of key stakeholders can make a business vulnerable and diminish its worth as investors will not invest in a business that is unsustainable. Succession planning was identified as one of the most pressing issues for small, micro and medium enterprises in the corporate governance sphere.

M.Tech (Department of Business Administration, Faculty of Management Sciences), Vaal University of Technology. / In terms of the Public Service Act, 1994, as amended by Act 30 of 2007, all government departments operate under a recruitment system whereby applicants and employees are selected for positions based on their qualifications for the job. Equity and fairness are underlying democratic values and principles of the system. Therefore, the system guards against pre-determined successors until such time as all qualified candidates are provided an equal opportunity to apply for, and be considered, for the job (RSA 1994). However, organisations need to ensure that the appropriate people are in place with the required values, skills and competencies that are necessary to bring about change and accomplish goals to drive organisational strategy forward. It is also necessary to ensure that a suitable leadership team is chosen to help preserve and build upon an organisation’s existing vision, mission and values. Ensuring that leaders have the appropriate skills, abilities and competencies is crucial to assist an organisation to implement its strategic direction and overall goals and objectives. The purpose of this study was to investigate the influence of organisational strategy, recruitment strategy and organisational culture on effective succession planning in the Department of International Relations and Cooperation (DIRCO). In this study, focus was on trait behavioural, situational and chaos leadership and management theories; and their relationship to succession planning. The study made use of a quantitative research technique. Quantitative primary research was conducted by employing a self-administered questionnaire in the gathering of primary data for the study. The target population comprised employees (from entry level to executive levels) of DIRCO based in Gauteng Province as well as 127 South African Embassies and Consulates in foreign countries. Descriptive analysis was used in the analysis of the sample composition and participants’ perception of succession planning at DIRCO. Furthermore, confirmatory factor analysis and structural equation modelling (SEM) was used to assess model fit and to test the hypotheses. The results of the study confirmed that the recruitment strategy of DIRCO does not create opportunities for identification of internal talent. In order to address these deficiencies, it is recommended that DIRCO identify, mentor and promote diverse pools of internal candidates through succession planning. A proper succession plan will provide an organisation with a surplus of talent and will assist officials to realise their potential. DIRCO prefers to recruit external candidates rather than developing training programmes that will prepare the internal workforce for future leadership positions. The results indicate that lack of organisational and recruitment strategies have substantial influence on organisational processes.