Leadership Succession Planning in Selected Institutions of Higher Learning in Kenya: Myth or Reality?

Abstract

Leadership succession planning in institutions of higher learning is a critical but often overlooked component of organisational management. In Kenya, many universities face challenges in maintaining leadership continuity due to the absence of structured succession planning frameworks. This study sought to examine the challenges that hinder effective leadership succession planning, assess its impact on organisational stability and continuity, and propose strategies for enhancing leadership development in higher education institutions. The research was grounded in Contingency Theory, the Resource-Based View (RBV), and Institutional Theory, which collectively provide a robust theoretical foundation for understanding how succession planning impacts institutional performance and governance. A mixed-methods research design was employed, integrating both qualitative and quantitative approaches to provide comprehensive insights. The target population comprised university administrators, faculty members, and policymakers, with data collected through surveys, semi-structured interviews, and document analysis. Findings from the study highlighted significant gaps in leadership succession planning, including inadequate leadership development programmes, weak talent retention strategies, political interference, and limited alignment between succession planning and institutional strategic goals. The study concludes that while leadership succession planning is acknowledged as essential, its implementation in Kenyan universities remains fragmented and underdeveloped. To address these shortcomings, the study proposes actionable recommendations, including the development of formalized succession planning policies, strengthening mentorship and coaching programs, prioritizing merit-based internal promotions, and allocating adequate resources to leadership development. These findings not only contribute to the growing body of literature on governance in higher education but also provide practical insights for policymakers and institutional leaders seeking to ensure sustainable leadership continuity and institutional stability.