Date of Conferral



Doctor of Business Administration (D.B.A.)




Jill Murray


Organizations across the United States lose hundreds of millions of dollars each year due to the lack of effective succession planning for information technology executives. The purpose of this single case study was to explore strategies for the development and implementation of effective succession plans for future information technology executives. Bass and Avolio's transformational leadership theory was the conceptual framework for this study. The 3 participants were selected based upon their roles as executives in technology-related positions and their experiences with succession planning. Data were collected using semistructured interviews with these executives from a company headquartered in Kansas City, Missouri. Organizational documents, including an employee assessment form and a description of attributes that each information technology professional is measured against, were also analyzed. Yin's 5-phase model was used to analyze the data; steps included compiling, disassembling, reassembling, clarifying, and the development of conclusions. The 3 major themes that emerged from data analysis were diversity of background, professional development, and sourcing of executives to improve the success of information technology executives. Using study findings, organizational leaders may help to bring about social change by enhancing the growth of high-performing information technology professionals. Assessing talent and tailoring development opportunities, coupled with mentorship, could help information technology professionals prepare for future positions that positively impact employee morale, establish a common vision across their organizations, and identify opportunities for interaction with local communities.