Leadership succession management in a University Health Faculty
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Author(s)
McMurray, AM
Henly, D
Chaboyer, W
Clapton, J
Lizzio, A
Teml, M
Year published
2012
Metadata
Show full item recordAbstract
We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management and career development. Participants were assisted by mentors and sponsors and completed a project for the faculty. Kirkpatrick's model was used to evaluate participants' reactions, knowledge, behaviour change and plans for the future using an open-ended questionnaire. Four men and ...
View more >We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management and career development. Participants were assisted by mentors and sponsors and completed a project for the faculty. Kirkpatrick's model was used to evaluate participants' reactions, knowledge, behaviour change and plans for the future using an open-ended questionnaire. Four men and four women completed the programme, rating it satisfactory. Participants' responses revealed acquisition of leadership capacity, changes in perceptions of leadership, and motivation to undertake leadership roles. Mentors were invaluable to leadership development and reported high satisfaction with the role. The model has potential as a guide for succession planning.
View less >
View more >We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management and career development. Participants were assisted by mentors and sponsors and completed a project for the faculty. Kirkpatrick's model was used to evaluate participants' reactions, knowledge, behaviour change and plans for the future using an open-ended questionnaire. Four men and four women completed the programme, rating it satisfactory. Participants' responses revealed acquisition of leadership capacity, changes in perceptions of leadership, and motivation to undertake leadership roles. Mentors were invaluable to leadership development and reported high satisfaction with the role. The model has potential as a guide for succession planning.
View less >
Journal Title
Journal of Higher Education Policy & Management
Volume
34
Issue
4
Copyright Statement
© 2012 Taylor & Francis. This is an electronic version of an article published in Journal of Higher Education Policy and Management, Volume 34, Issue 4, 2012, Pages 365-376. Journal of Higher Education Policy and Management is available online at: http://www.tandfonline.com with the open URL of your article.
Subject
Education systems
Specialist studies in education
Other education not elsewhere classified
Policy and administration