Between 1998 and 2000, seventy principals were named in the Austin Independent School District to succeed other principals. Several schools had two or more principals in that period. Not only is there an immediate cost when a principal is not successful, but there is also a cost associated with repair or replacement. Knowing what is necessary in the induction experience to make a principal succeed is critical. We have an obligation to these principals, their teachers, the taxpayers, and most of all, the students, to maximize their success. This study explored the experiences of elementary principals in the Austin Independent School District who recently succeeded other principals. Issues addressed included the principals' perceptions of their experiences and the impact of those experiences on their effectiveness. Findings will be offered as recommendations that may better inform principals who step into the succession role in the district. Questionnaires were sent to elementary principals named between 1998 and 1999 and still in those same schools in 2001-2002. Based on responses, principals were invited to participate in focus groups. Based on written responses and participation in focus groups, three principals were selected as case studies. Data revealed that succession principals had positive experiences including communication with others, establishment of procedures and routines, relationship building, and knowledge of district policies and procedures. Negative experiences included the effects of prior school leadership, challenging relationships, communication issues, and lack of support. As a result of these experiences, principals developed inner strength and powerful relationships with peers. It was recommended that support for succession principals continue beyond the induction year and include: trained mentors; time to dialogue with mentors and peer principals; quick responses to questions or requests for support; and receipt, early in the process, of critical information regarding role definition, expectations, district policies, and district procedures. Recommendations for further study included: investigating the succession experiences of secondary principals; comparing the succession experiences of principals named from within the district to those named from outside the district; and studying the relationship between the rate of principal retention and teacher retention.

Thesis (Ph. D.)--University of California, Los Angeles, 2004. / Vita. Includes bibliographical references (leaves 245-249).

Thesis (Ph. D.)--University of Florida, 1982. / Description based on print version record. Typescript. Vita. Includes bibliographical references (leaves 249-265).

Th.--Droit privé fondam.--Rennes 1, 1978.

Leaders of family-owned businesses pay more attention to the attainment of personal and organizational objectives than to leadership succession plans for continuity when they leave the business. Despite the significant contributions of family-owned businesses to the social and economic development of nations, founders and leaders still contend with the challenge of leadership transfer to the next generation. The purpose of this transcendental phenomenology study was to examine the lived experiences of past and current leaders of family-owned businesses in Lagos regarding the challenge of preparing the next generation for leadership succession. The theory of knowledge transfer formed the conceptual framework for the study. Purposeful sampling method was used to select 15 business owners and leaders from 5 family-owned businesses in Lagos. Data collection methods included in-depth and open-ended telephone interviews. The Steve-Colaizzi-Keen design was used to analyze, and code data to identify prevailing themes. Eight themes emerged in the study of which six corroborate some current studies on leadership succession, while the remaining two new themes could be described as potential gaps in the literature. The study findings may help resolve complexities of determining, choosing, and mentoring potential leaders for eventual takeover when there is a vacuum. The results of the study highlighted the need for education or a foundation to support family-owned businesses in southwest Nigeria in the transfer of leadership to successive generations. This could prevent family-owned businesses from going into extinction at the exit of the founders.

None

Thesis (M.S. in landscape architecture)--Washington State University. / Includes bibliographical references.

Peer Reviewed by Christina R. Kalel / Edited by Dr. Brandy A. Brown and Romi C. Wittman / Veridian Consumer Services* provides consumers with prescription savings solutions, useful tools and decision support to close the gaps in prescription coverage for the insured, uninsured, and under-insured and their families. This project is Phase One in a study of Veridian’s internal processes and talent management system. The evaluation seeks to gauge Veridian leadership’s knowledge of the talent management life cycle; specifically, knowledge transfer and succession planning. Study results have shown that 83 percent of Veridian Directors and Executives feel the talent management practices at the company are effective. However, executive responses also show clear areas of improvement that are needed in order for the organization to adopt an effective succession planning process. Since this study only looked at one piece of the talent management life cycle, it has some limitations. With that in mind, a conceptual framework is presented for the talent management practices, as well as a process for creating a succession plan for key leadership positions at Veridian.

published_or_final_version / Chinese Historical Studies / Master / Master of Arts

The law of succession has been changed a lot by enacting the new Civil Code in many ways but its main purpose is still to regulate the succession of inheritance from testator to heirs and related problems. This thesis makes an analysis of testate succession, which is one of the three possibilities of inheritance succession. The second is an intestate succession, which applies in the situation, when testator did not wrote last will. The last possibility is a contract between testator and heirs distributing inheritance between the latter. This contract has bigger legal force than last will and intestate succession is used, if there is none of them. The thesis consists of five chapters. Chapter One provides a brief introduction to history of the law of succession in our territory and presents the purpose of the thesis. Chapter Two deals with the questions common to the whole law of succession, it is divided in three subchapters, which talk about the main principles of the law of succession and legal rules regulating it and also about preconditions of succession, which include death of testator, subjective law of succession, existence of inheritance and legal ground to the succession. It also names possibility of heirs to reject inheritance. Chapter Three is concerned with the main theme of the thesis, which is...