Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
John Bryan
Abstract
Business organizations spend billions of dollars annually on leadership development programs. Some senior business leaders in the banking industry lack succession planning strategies to fill key leadership positions, which can lead to decreased productivity and overall loss of profits. Based on Rothwell’s seven-pointed star of succession planning and management model, the purpose of this qualitative multiple case study was to explore strategies human resource (HR) managers in the banking industry used to fill key leadership positions. The participants included six HR managers in the banking industry in the southeast region of the United States. Data were collected using semi-structured interviews and analyzed using thematic analysis. Four major themes surfaced: succession planning, leadership, training and development, and evaluations. A key recommendation for leaders is to incorporate a strategy to include (a) the identification of critical positions, (b) an analysis of the current depth and breadth of leadership talent, (c) the expected future needs of the institution in various areas of leadership, and (d) a risk assessment of any associated gap. The implications for social change include the potential to improve the organization’s overall health and the quality of service to the community, thereby improving the local economy.
Recommended Citation
Smalls, Larry Wayne, "Succession Planning: Strategies HR Managers Use To Fill Key Leadership Positions" (2022). Walden Dissertations and Doctoral Studies. 13780.
https://scholarworks.waldenu.edu/dissertations/13780
