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Higher education has changed with the Great Recession in the United States, causingchallenges to exacerbate a leadership question facing education—who will lead? Theauthor conducted a study to determine what leadership-preparation strategies and plans exist for mid- to high-level administrative positions in colleges and universities. In order to validate succession-planning theory, the author utilized open-ended interview questions and analyzed qualitative data using a grounded theory approach of theoretical frameworks from succession planning in business and industry.

The study results show that talentmanagement opportunities in academe are prevalent for mid- to high-level administrative positions, though formalized succession planning was rare. The data revealed agreement from higher education administrators that leadership planning could be successful if the workplace environment included a succession culture of trust, communication, and support as well as shared governance of succession-planning processes and relationships with faculty. To prepare for the leadership crisis, educational institutions need to recognize the importance of succession planning and adapt strategies and plans to deal with the loss of leadership experience and talent.

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