A STUDY OF PRESIDENTIAL SUCCESSION IN A CANADIAN UNIVERSITY CONTEXT: PERCEPTIONS OF KEY STAKEHOLDERS

Abstract

One of the most significant events in the life of a university is a change in its leadership (Bornstein, 2010; Hargreaves, 2005; Paul, 2015; Trachtenberg, Kauvar, & Bogue, 2013; Turpin, 2014). The role of the university president has evolved dramatically in recent years, although the recruitment pool and selection process has experienced little change since the 1960s (Paul, 2014). The purpose of the study was to explore the perceptions of selected stakeholders in one university regarding presidential succession from an organizational culture perspective and to examine its implications for succession planning and leadership sustainability. In this study, I used a theoretical framework based on an organizational culture perspective, with emphasis on the work of Edgar Schein (2010). This framework provided additional grounding for exploration of leadership succession in a university context, related succession planning initiatives, and their implications for leadership sustainability. The study utilized an interpretivist construction (Bogdan & Biklen, 2003; Guba & Lincoln, 2005) of the phenomenon (experience) of effective succession in the context of presidency change at one Canadian university, utilizing a qualitative case study approach. The primary source of data consisted of semi-structured interviews with ten participants including current and past administrators, members of senior committees and faculty and student representatives. From the data, several key qualities of effective presidential succession were highlighted, including emphasis on a thorough environmental scan; clear expectations for the role; the use of a clear transition process; a clear role for the search committee and its relationship to the role of the Board; and careful attention to distinguishing search committee and transition committee roles. The most important outcomes of the succession process for participants included: improved attention to first impressions and buy-in; changes in personnel and senior administration; shifting the university in a new direction; and improvements to the succession process and succession planning. Among the major impacts of presidential succession on the organizational culture, participants highlighted: the shifting of university culture in a new direction; impacts on campus morale and productivity; impacts on relationships with stakeholders; and the opportunity to renew (or weaken) relationships. Implications of the findings for practice highlighted the need within the university for learning from past mistakes; ongoing review of the university’s communication strategy; ensuring meaningful community voice and involvement; continually enhancing and regulating the transition process; and developing continuing succession planning processes. Policy implications of the study profiled the importance of building the University’s capacity for leadership sustainability, ongoing leadership training within the institution; a supportive environment for cultivating leadership sustainability; and having the Board’s full support and transparency regarding the current university situation. Implications for research identified the need for further exploration of succession planning processes, leadership development, transition processes, organizational culture change, and organizational learning across university contexts.