Date of Conferral
Doctor of Business Administration (D.B.A.)
Dorothy M. Hanson
Approximately 70% of small and medium-sized enterprises fail due to a lack of effective leadership succession planning. The purpose of this qualitative single case study was to explore strategies that some business leaders in the manufacturing sector in Jamaica used to implement leadership succession plans. Data were collected from semistructured interviews conducted with 5 business leaders who participated in the succession strategies of a manufacturing organization in Jamaica. Data were analyzed according to Yin's 5-step process. Analysis of data collected from interview sessions and review of company documentation were used to conduct methodological triangulation to validate the findings. Five themes emerged from data analysis: (a) identification of mission-critical roles, (b) talent acquisition and selection, (c) successor development and retention program, (d) organizational designs and policy implementation, and (e) senior leadership support and participation. The findings of this study might be used by business leaders to impact social change by developing and creating a leadership pipeline from diverse backgrounds to ensure future business growth in a competitive global environment.