Executive succession practices in land grant universities

Abstract

Few colleges and universities invest in leadership succession planning. The results of this lack of planning are often increased turnover, training costs, and problems related to morale. This study explored how well academic leaders felt prepared to assume the position of associate dean, dean, or provost, and identified that few institutions invest in leadership development. For those that do invest in preparing future leaders, the majority relied on association meetings or seminars or the distribution of selected reading materials.