Teaching Leadership Continuity: Integrating Succession Planning into Business and Leadership Education

Abstract

Purpose
This article highlights the urgent need to integrate succession planning into leadership and management education as a core competency
rather than a peripheral topic. While leadership programs often emphasize strategy, motivation, and organizational culture, they
frequently overlook succession planning a critical factor in ensuring leadership continuity and organizational resilience. The purpose of
this study is to demonstrate how embedding succession planning within curricula can strengthen students’ preparedness to navigate
transitions and sustain organizational effectiveness.
Methodology
The article draws upon a qualitative phenomenological study involving 11 leaders from U.S. small-to-medium-sized logistics enterprises
(SMEs). Data were collected through semi-structured interviews and analyzed using Braun and Clarke’s (2006) six step thematic analysis
framework. This approach was chosen to capture the lived experiences of SME leaders who have directly engaged in succession planning
processes and leadership transitions.
Theoretical Framework
The analysis was informed by two complementary leadership theories: Transformational Leadership Theory, which emphasizes vision,
influence, and motivation in guiding organizational change, and Leader Member Exchange (LMX) Theory, which underscores the quality
of relationships and trust between leaders and followers as a foundation for effective succession. These frameworks provided conceptual
lenses for interpreting the experiences and strategies of the participants.
Findings
Four major themes emerged from the study:
Leadership Experience with Succession: Participants described both proactive and reactive transitions, underscoring the risks of
unplanned leadership gaps.
Succession Planning Strategies: leaders highlighted formal and informal approaches to preparing successors, especially under resource
constraints typical of SMEs.
Mentorship and Culture: the role of trust, mentoring, and organizational culture was emphasized as essential in fostering continuity
and leadership readiness.
Organizational Impact: succession processes directly influenced employee morale, knowledge retention, and long-term sustainability.
Practical and Pedagogical Implications
The findings suggest that business schools and professional programs can leverage succession planning not only as an organizational
tool but also as a pedagogical framework. Integrating succession into curricula through case studies, role-play simulations, reflective
exercises, and succession readiness checklists enables students to connect theory with practice. By treating succession planning as a
leadership competency, educational institutions can prepare graduates who are equipped to manage leadership continuity, protect
organizational culture, and promote resilience in diverse business environments.