MID-TERM ASSESSMENT

UNIVERSITY OF THE COMMONWEALTH CARIBBEAN

Member of the OAS & Commonwealth Consortia of Universities

MASTER OF BUSINESS ADMINISTRATION 

Business Ethics

MGHR6004

Individual Assignment #1

Presented To:

Dr. Noel Brown: PhD; MBA

By student:

Ms. Alecia Higgins – ID# 20204872

Due Date:

January 21, 2021

Develop a succession plan to address the key positions in your company taking into consideration the
following:
1. Identification of the critical positions within the organization with the requisite rationalization
2. Build leader success profiles (Use competencies as evaluation areas)
3. Nomination process of high potential talent as succession candidates
4. Assessment process of and talent development
5. Develop internal talent
6. Measurement of your organization’s progress for candidates
7. Succession policy and management

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Table of Contents

Page 3………………………………………………………............……Acknowledgement

Page 4…………………………………………………………………………..Introduction

Pages 5-18……………………………………………………….….Findings and Analysis

Page 19…………………………………………..….Nomination and Assessment Process

Page 20…………………………………………….……………........Talent Development

Pages 21-22………………..Measurement for Organization’s Progress for Candidates

Page 23………………………….…………………...Conclusion and Recommendations

Page 24…………………………………………..……………………………..References

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Acknowledgment
I would like to acknowledge the persons who volunteered to participate in the interviews used

to inform the content of this paper. Also, I thank my Supervisor and classmates for providing the

resources needed to complete this assignment properly. I am grateful for my lecturer, Dr. Noel Brown

for patiently and comprehensibly delivering the course material to us. Finally, I thank God for blessing

me with the mental capacity to understand the course content and to complete this assignment.

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Introduction
The company under review will remain unnamed and referred to as Company X for the

purpose for this paper. Company X is a government entity which has branches in all fourteen Parishes in

Jamaica. The succession plan is designed for the branch in Parish Y. The organizational structure within

the local offices comprise of middle management, lower management and the workforce. The critical

positions within the organization are: Parish Manager, Field Supervisor and Finance Manager. The

individuals who currently fill these posts are a mature staff between the ages of 50 and 68 years old. The

Field Supervisor is scheduled to retire next year and the Parish Manager has less than three (3) years

before retirement. Their wealth of experience, knowledge and achievements as Managers have

contributed significantly to the branch producing outstanding performances for over two decades.

Succession planning is a qualitative technique that relies heavily on experts’ subjective

judgements to predict labour demand and supply within an organization. The process of succession

planning entails identifying employees with the requisite competencies or those who will soon acquire

such to replace current managers (Gomez-Mejia, Balkin & Cardy, 2012). Gomez-Mejia et al. (2012)

further explained that the technique is designed to determine development needs and pinpoint areas

where there may be a deficit in management-level labour. An organization that has implemented a

succession plan will be in a position to adequately train and mentor prospects in advance to fill

important job positions. The purpose of this paper is to create a succession plan that incorporates leader

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success profiles, nomination and assessment process, talent development plan, metric to evaluate

organization’s progress for candidates, as well as, a succession policy and management.

The Leader Success Profile

The leader success profile is a tool designed to evaluate and link the knowledge, experience,

competencies and personal attributes of current incumbents to their successful performance.

Knowledge speaks to the technical and/or professional know-how to effectively execute job functions.

Experience refers to both career and educational accomplishments needed to perform tasks successfully.

Competencies include skills, behaviours and intellectual capacity needed to perform a job. Finally,

personal attributes are the innate qualities (determination, sociability, optimism, integrity, etc.) that

define the individual as a person.

It is paramount to measure employee knowledge, experience, competencies and personal

attributes as all are directly linked to performance. Moreover, these evaluation areas are crucial in

determining which succession candidates will be the best fit for crucial positions when current

employees leave office. Incumbent employees are usually persons at the top, middle or supervisory

management levels who possess what researchers, Mumford, Zaccaro, Harding, Jacobs, & Fleishman

(2000) call crystallized cognitive ability, that is, a wealth of knowledge attained through years of

experience working within an organization. Overtime they develop competencies, such as, effective

problem-solving skills, conceptual ability, social judgment skills and technical skills. These executives

make up the valuable human capital that fuel corporate performance. That means without them the

organization would collapse overtime. Gomez-Mejia (2012) states that a business unprepared to replace

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outgoing staff may jeopardize profitability and stability. In order to avoid interruptions, it is important to

incorporate an effective succession plan - that includes both mentoring and training - to facilitate the

transfer of knowledge from current employees to prospects.

Findings and Analysis

Leader Success Profile # 1

Position Demographics:
The name of the current incumbent is Mr. Brown who holds the position of Field Supervisor in Parish Y

at Company X. His position is ranked at the supervisory management level. At present, he has seven (7)

Direct Reports. The urgency level to find a succession candidate is high as Mr. Brown is scheduled to

retire in 2022.

Position Criteria:

 Necessary education:
The minimum educational requirement for the position of Field Supervisor is a Bachelor’s

Degree in Social Work or a related field. The current incumbent has a Bachelor of Arts Degree in

Environmental Studies and two Diplomas from the University of the West Indies and

Commonwealth Secretariat. Mr. Brown also has a Level I Football Coaching Certificate from the

University of Technology, Jamaica in association with the Jamaica Football Association (J.F.A.).

 Required experience:
This position requires one to have practical experience in community development work,

training and supervisory management. Before coming to Company X, Mr. Brown worked as an

educator teaching CSEC Mathematics and Sports at the Social Welfare Training Centre in Porus,

Manchester for a more than a year. He has been with Company X for 5 years. He served as a

member of the field staff for 9 years and Regional Sports Coordinator for 5 years. He has been in

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his current position for 11 years. Mr. Brown has made valuable contributions to the growth of

Company X. He has facilitated the conception and start-up of various community projects and

programmes, as well as, the establishment and training of community groups within Parish Y.

Mr. Brown is also a team player. He is known for his entertainment and master of ceremonies

skills. He has travelled all fourteen parishes hosting sports and business related events.

 Valuable skills:
 Effective people management skills
 Planning and organizational skills
 Time management skills
 Good computer skills
 Exceptional public speaking skills
 Excellent oral and written communication skills
 Negotiation and decision making skills
 Conceptual ability
 Social judgement skills
 Excellent listening skills and memory
 Good coping skills
 High-level initiative
 Adept coaching skills

 Knowledge:
 Extensive understanding of environmental studies (He applies this knowledge in his field of
work. For example, he sensitizes community members about the diverse effects of harmful
environmental practices. He also encourages stakeholders to undertake projects that are
environmentally friendly.)
 Practical knowledge of Community Development Work

 Civic and legal knowledge (This information is very useful in his field of work as community
related projects and programmes must conform to Government policies and laws.)

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 Well-learned in psychology and sociology. (His knowledge in both fields has helped him to
understand people and appreciate cross-cultural differences. He is also able to work with people
from all walks of life.)
 He has a broad professional knowledge. During his twenty-five years at Company X, he gained
knowledge in training, management, business and research which has helped to shape him into a
well-rounded manager.

 Role Responsibilities:
 Oversee work of Community Development Officers (CDOs)
 Give guidance and training to Direct Reports
 Give support to community groups under the purview of the SDC (Community Development
Committees (CDCs), Development Area Committees (DACs) and Parish Development
Committees (PDCs))
 Compile monthly reports on work done in the Parish and submit to Parish Manager within
stipulated deadline.
 Assist with organizing Parish events and activities
 Assist with coordinating Yearly Operational Plan for the Parish
 Act in the absence of Parish Manager to ensure the smooth operation of the Parish Office.

 Role Duties:
 Track progress of CDOs with accomplishing targets
 Vet monthly reports from CDOs
 Ensure that CDOs submit monthly reports within stipulated deadline
 Carry out training with CDC Executive members
 Facilitate DAC Meetings
 Attend CDC, DAC and PDC Meetings
 Facilitate the election process of community groups

Current Personal Attributes:

The current incumbent is a self-confident, self-motivated, persevering, personable, emotionally

intelligent, resilient, determined, flexible and open-minded individual. Over the years, he has proven to
be a man of integrity with a good sense of humorous and a taste for knowledge.

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Requirements for Future of Role

Experience:

 Bachelor’s Degree in Social Work or a related field

 At least 3 years of hands-on experience in community development work or community
volunteerism
 Expertise in training and supervisory management

Competencies:

 Effective people management skills

 Planning and organizational skills
 Time management skills
 Tech savvy
 Exceptional public speaking skills
 Excellent oral and written communication skills
 Negotiation and decision making skills
 Conceptual ability
 Social judgement skills
 Excellent listening skills and memory
 High-level initiative
 Adept coaching skills

Personal Attributes:

 Sociable

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 Open-minded
 Patient
 Emotionally intelligent
 Charismatic
 Industrious
 Self-motivated
 Flexible
 Person of integrity
Knowledge:

 Understanding of the mandate and programmes of Company X

 Extensive knowledge of community development work

 Knowledgeable about the Standard Operating Procedures (SOP) of Company X

 Knowledge of how to train and supervise a team

 Civic and legal knowledge of Government policies and laws governing local government and

rural development.

Leader Success Profile # 2

Position Demographics:
The name of the current incumbent is Ms. Mary Jane who holds the position of Parish Manager in Parish

Y at Company X. Her position is ranked at the middle/senior management level. At present, she has nine

(9) Direct Reports. The urgency level to find a succession candidate is high as Ms. Jane is scheduled to

retire in 2023.

Position Criteria:

 Necessary education:
The minimum educational requirement for this position is a Bachelor’s Degree in Social Work or

a related field. (Although Mary Jane does not hold a Bachelor’s Degree, her remarkable

knowledge, countless achievements, leadership qualities, as well as, practical experience in

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community development work qualified her for the position). She pursued a poor relief course at

the Social Welfare Centre in Porus, Manchester and was awarded a certificate from the UWI.

She is also a holder of a Certificate in Practical Nursing which she received after completing her

studies in England.

 Required experience:

This position requires one to have hands-on experience in community development work,

training and management. The current incumbent started out as a Youth Volunteer at the Social

Welfare Training Centre in Porus. While there Ms. Jane served as a Centre Manager. She also

worked at the Municipal Corporation in Parish Y as a Poor Relief Officer dealing with destitute

children and the elderly. During her time at Company X she served in several positions:

Community Development Officer (CDO), Zone Officer (Manchester, Clarendon and St.

Elizabeth), Field Supervisor, Trainer and Regional Governance Coordinator. Overall, she has

been working at Company X for over 25 years. She has been serving as Parish Manager for nine

(9) years. At present, she serves the public as a Justice of the Peace (J.P.). It is also important to

note that the current incumbent received the Governor General Award for Community Work.

The most outstanding quality about the incumbent is that she is gifted at moving

people to perform at the highest level at all times. She is always striving to be the best and she

expects the same from those whom she leads and manages. Therefore, to be successful in the

position, the succession candidate will need to be achievement-oriented.

 Valuable skills:
 Exceptional people management skills
 Planning and organizational skills
 Self-management skills
 Exceptional time management skills

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 Good networking skills (needed to create a network with stakeholders in the field)
 Good computer and software skills
 Counselling skills
 Mentorship and training skills
 Remarkable conceptual ability
 Excellent decision-making skills
 Transformational leadership abilities (Influences people to perform at the highest level)
 Good coping skills
 Social judgement skills

 Knowledge:
 Wealth of knowledge in Community Development Work garnered through 26 years of

practical experience in the field.

 Civic and legal knowledge regarding the Poor Relief Act, Child Care and Protection Act that

protect the rights of the most vulnerable members of society.

 Medical knowledge from her studies in Practical Nursing

 Garnered knowledge in social work, psychology and counselling through poor relief training.

 Knowledge in CSEC Social Studies and English (She was an educator)

 Extensive knowledge of working with the destitute (including the elderly and children),

victims of abuse and other disadvantaged members of society.

 Role Responsibilities:
 Manage and oversee the work of Field Officers in Parish Y
 Give guidance to Direct Reports
 Ensure that monthly reports on work done in the Parish are collated and submitted to Head
Office within stipulated deadline.
 Assist with organizing Parish events and activities
 Assist with coordinating Yearly Operational Plan for the Parish
 Attend monthly Senior Management Meetings

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 Role Duties:
 Followup with CDOs regarding their targets
 Vet monthly reports, travelling claim forms and other documents from CDOs and other
members of staff
 Ensure that CDOs submit monthly reports within stipulated deadline
 Attend and report on the work of Company X in Parish Y at monthly Council meetings
 Schedule and host periodic and ad hoc staff meetings and planning sessions
 Report on discussions had in senior management meetings

Current Personal Attributes:

The current incumbent is a forward thinking, proactive, self-motivated, highly competitive, self-
disciplined, achievement-oriented, reliable, dependable and ambitious individual. She is a stickler for
time and is committed to duty. Also, she is compassionate and helpful.

Requirements for Future of Role

Experience:
 Bachelor’s Degree in Social Work or a related field

 At least 3 years of hands-on experience in community development work or community

volunteerism
 Expertise in training and management

Competencies:
 Transformational leadership abilities (Should be able to influence people to perform at the
highest level)
 Exceptional people management skills
 Planning and organizational skills
 Good written and oral communication skills
 Good public speaking skills
 Self-management skills
 Exceptional time management skills

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 Good networking skills (needed to create a network with stakeholders in the field)
 Good computer and software skills
 Good conceptual ability
 Excellent decision-making skills
 Good coping skills
 Social judgement skills

Personal Attributes:
 Achievement-oriented
 Proactive
 Forward thinking
 Self-disciplined
 High-level initiative
 Self-motivated
 Determined
 Dependable and reliable
 Loyal and committed
 Morally decent

Knowledge:

 Extensive knowledge of the mandate and programmes of Company X

 Should be knowledgeable about community development work

 Knowledgeable about the Standard Operating Procedures (SOP) of Company X

 Knowledge of how to manage a team

 Civic and legal knowledge of Government policies and laws governing local government and

rural development.

Leader Success Profile # 3

Position Demographics:

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The name of the current incumbent is Ms. Barbara J who holds the position of Finance Manager in

Parish Y at Company X. Her position is ranked at low level management. At present, she has one (1)

Direct Report. The urgency level to find a succession candidate is low as Ms. J is scheduled to retire in

2037.

Position Criteria:

 Necessary education:
The minimum educational requirement for the position of Finance Manager is a Bachelor’s

Degree in Accounting/Finance or a related field. The current incumbent is a holder of a

Bachelor’s Degree in Business Administration from the University of the Commonwealth

Caribbean (UCC). She also has an Associate Degree in Financial Accounting, Certificate in

Professional Secretary Designation (CPSD) and Certificate in Management Studies.

 Required experience:

This position requires one to have hands-on experience in Financial Accounting. Barbara J has

been with Company X for Twenty-Nine (29) years. She served as a Clerk Typist from 1991-

1999, an Administrative Assistant in the Accounts Department in 2000, Accounting Officer from

2002-2014 and Finance Manager from 2014-present. In 2017 she was recognized as Accounting

Manager of the Year in 2017.

 Valuable skills:
 Excellent planning and organizational skills

 Math and Accounting skills (Exhibits high level of accuracy and precision)

 Adept analytical skills

 Good time management skills

 Good decision making skills

 Exceptional writing and communication skills

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 Good computer and software skills (E.g. Sage 300, Microsoft Applications)

 Training and mentorship skills

 Transformational leadership abilities

 Knowledge:
 Professional knowledge of Internal Standard Operating Procedure (SOP) for Finance,

Financial Administration and Audit Act (FAA), Public Bodies Management and

Accountability Act (PBMA), International Accounting Standards, CDF Procedure Manual,

Government Procurement Act and other government established guidelines.

 Versed in Accounting principles

 Knowledgeable about using the Accounting Package, Sage 300 (formerly ACCPAC)

 Well-learned in using Microsoft software applications

 Role Responsibilities:
 Keep Sage 300 cash book and prepare bank reconciliation statements for all accounts within
region.
 Keep updated subsidiary ledgers for all accounts within the region.
 Prepare Monthly Income and Expenditure statements for all accounts within the region.
 Authorize cheques and disbursements, as well as, payment vouchers for goods received or
services rendered.
 Properly record all receipts and make lodgments to the respective bank accounts within 24
hours.
 Accurately complete and submit financial reports for all accounts to Head Office within
stipulated deadlines.
 Liaise with major stakeholders: Programme Managers, Members of Parliament (MPs),
Regional Management Team and others.
 Certify overtime claim forms for auxiliary staff.
 Update Parish Managers re: Account balances and give input in the preparation of Regional
budgets.

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 Role Duties:

 Delegate tasks, give guidance and oversee work of Accounting Officer.

 Enter and post all transactions in Sage 300 on a daily basis. (E.g. payments, receipts,
reversals, bank transfers).
 Enter and post all transactions in subsidiary ledgers on a daily basis.
 Enter accurate and updated figures when preparing monthly reports. Submit same within the
stipulated deadline.
 Ensure that cheques for vendors/creditors are prepared and authorized within 5 working
days upon receipt of payment requests.

Current Personal Attributes:

The current incumbent is a personable, supportive, self-disciplined, self-determined, ambitious, very

patient, humble, honest, reliable and dependable individual. She is a motivator and avid learner who is
achievement-oriented and consistent.

Requirements for Future of Role

Experience:
 Bachelor’s Degree in Finance/Accounting or a related field
 At least 3 years of hands-on experience in Finance/Accounting
 Expertise in training and management

Competencies:
 Math and Accounting skills (Should demonstrate a high level of accuracy and precision)

 Excellent planning and organizational skills

 Good people management skills

 Good analytical skills

 Good time management skills

 Good decision making skills

 Good writing and communication skills

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 Good computer and software skills (E.g. Sage 300, Microsoft Applications)

Personal Attributes:
 Honest
 Reliable and dependable
 Personable
 Keen attention to detail
 Consistent
 Humble
 Achievement-oriented
 Self-disciplined
 Self-determined
 Ambitious
 Selfless
 Very patient
 Avid learner
Knowledge:
 Professional knowledge of Internal Standard Operating Procedure (SOP) for Finance, Financial

Administration and Audit Act (FAA), Public Bodies Management and Accountability Act

(PBMA), International Accounting Standards, CDF Procedure Manual, Government

Procurement Act and other government established guidelines.

 Versed in Accounting principles

 Knowledgeable about using the Accounting Package, Sage 300 (formerly ACCPAC)

 Well-learned in using Microsoft software applications

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Nomination and Assessment Process of High Potential Talent as Succession

Candidates
All succession candidates will be nominated from a highly experienced and skilled staff at the

Office in Parish Y. According to Dessler (2010), there are several advantages to filling job positions

with internal candidates. One is that those who work with them (Employers, managers, fellow

employees, etc.) have an intimate knowledge of their strengths and weaknesses. As such, the current

incumbents will be asked to complete a Succession Nomination Survey to select suitable succession

candidates. The survey will measure the readiness of candidates based on their qualifications, skills,

experience, personal characteristics and willingness to take on the roles identified.

Another step is to assess the development needs of the nominated candidates. It is expected that

these employees will not be completely ready to fill the future key positions. Therefore, they will need

to do capacity building training to develop the necessary competences needed to adequately satisfy the

requirements of the roles identified. Several types of validated assessments including, achievement tests,

situational testing, cognitive ability test, personality and job knowledge tests. For these tests to be

effective they must be both valid and reliable. Dessler (2010) explains that reliability speaks to the

consistency of the results produced by an assessment. In other words, a personality test taken several

times by one individual, in the same way should produce the same results each time. A valid test

measures responses against the criteria that one intends to assess. For example, an achievement test

would be used to specifically measure the job knowledge of succession candidates in the field of

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community development work or Finance. The test should not measure items unrelated to the job. The

results will be compared to the Leader Success Profiles to identify gaps in knowledge, experience,

personal characteristics and/or competencies.

Talent Development Plan and Succession policy and management

Once the gaps are identified, the next step is to develop or ‘create candidates’ for the future roles.

According to Dessler (2010), “Creating means identifying potential internal (and perhaps external)

candidates for the future key positions, and then providing them with the developmental experiences

they require to be viable candidates” (p. 160). To make clear, it is important for succession candidates to

undergo training to optimize their talent and equip them with the necessary skills, knowledge and

experience to be successful in their future positions. Individual development plans will be designed to

meet the professional needs of each nominated candidate. However, all will be required to attend

management training seminars. Also, the current incumbents will be asked to mentor prospective

successors over a period of one year so as to transfer job knowledge, as well as, to provide them with on

the job experience. After six months, succession candidates will be required to deputize for the current

incumbents. At the end of four months (quarter), candidates will be asked to retake the assessment tests

to track their progress in developing the competences needed for the potential roles. Additionally, the

mentor will be asked to re-evaluate each understudy’s level of readiness for the job position. Each leader

may have more than one understudy. If that is the case, then all candidates will be assessed and

evaluated after six (6) months, and the more or most advanced candidate will be selected. The

employees not chosen will be listed as first priority nominees for future job promotions. They are to

receive a certificate for successful completion of management training and have their employee file

updated to include newly acquired skills, knowledge and training. These incentives serve to reduce the

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possibility of the “unsuccessful” candidates becoming discontent. The aforementioned procedures and

requirements form a part of the Succession policy and guides the management of the assessment, talent

development and selection process of the company’s succession plan.

Measurement of Your Organization’s Progress for Candidates

The next step is to measure the efficacy of the succession plan or the organization’s progress

for candidates. Progress should be measured against seven indicators: management positions filled by

inside candidates, average time high-potentials are in the same role, high-potential turnover, critical

position with three or more successors, average years until ready, high potential engagement and

individual improvement (“Measuring success of succession planning” n.d.). The first indicator speaks to

the company’s capacity to fill all management positions with members from its current staff. At present

the office at Parish Y is able to do this cost-efficiently. The only activity that would incur a cost is the

certified management training. The second and third indicators try to measure high potentials’

commitment to their organization. It is said that if the employee has been in a role too long, then he or

she is either disinterested in job elevation or have plans of transitioning to another organization.

The fourth indicator seeks to identify more than two potential candidates for each key future

position. Just from observation, two high potentials have been identified for the position of Field

Supervisor, one for the position of Parish Manager and one for the position of Finance Manager.

Therefore, management at the office in Parish Y may have to recruit external candidates in the case high

potentials are not interested or will not be ready to fill future roles when the mature staff leaves. The

fifth indicator focuses on how long a nominee will take to reach a high level of readiness. There is high-

level urgency to fill the positions of Field Supervisor and Parish Manager. In light of this, succession

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candidates will need to reach Level A readiness within less than a year or two years in order to

adequately meet the requirements of these job roles. The high-potential for the position of Finance

Manager has some time to develop herself. The employee is currently pursuing a Bachelor’s Degree in

Finance and Accounting. She will complete her studies within the next four years. The current employee

is projected to retire in the next fourteen years, however, she could leave before retirement age.

Nevertheless, if the Finance Manager does leave before the high-potential earns her Bachelor’s Degree,

she would still be considered for the position because she is currently studying in her field of work and

has over four (4) years of practical experience in Accounting.

The last two indicators measure the effectiveness of the talent development plan. This plan should

help high-potentials to learn new skills or hone the competencies they already possess. When all these

indicators are measured the results should be recorded and communicated to members of staff whether

or not the results are favourable. This attention to succession planning will indicate to staff that it is a

priority. This may help to develop a culture where employees pursue management level-positions. This

would positively impact the organization.

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Conclusion and Recommendations

The positions of Field Supervisor, Parish Manager and Finance Manager are pivotal to the

success of Company X’s branch in Parish Y. Hence it is important to develop an effective succession

plan to replace these key placers with highly competent and suitable succession candidates. Succession

candidates are not to merely fill a position but to be successful in their future roles. A workable

succession plan must objectively identify critical positions within the organization, build leader success

profiles on current incumbents, include a nomination, assessment and selection process of high-

potentials, as well as, measure the progress of the organization’s succession plan against several criteria.

It is also important for all companies to have a succession policy to guide management and Human

Resource (HR) along all steps of the plan.

It is recommended that the company develop a culture of succession planning by implementing

a mentorship programme, in an effort to retain and promote high-potentials (highly skilled and qualified

employees). Another means of shaping this culture is to incorporate succession planning as an item in

staff meetings. In turn, employees will look forward being trained for management level positions. Also,

companies should invest in employees with low level educational qualifications by enrolling them in

programmes and courses to enrich their educational experience. This investment in human capital is

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mutually beneficial as a highly skilled workforce will enhance a company’s performance and

competitiveness in their industry.

References

Dessler, G. (2010). Human Resource Management. (12th ed.) Prentice Hall Publishing.

Gomez-Mejia, L.R, Balkin, D.B., Cardy, R.L. (2012) Managing Human Resources. (7th ed.). Prentice

Publishing

HR Certificate Institute (HRCI): A Guide to the Human Resource Body of Knowledge (HRBok)

Journal of Global Science. Leadership Success Profile and Excellent Leader Abilities.
http://jogsc.com/pdf/2018/2/leadership.pdf

Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership
skills for a changing world: Solving complex social problems. Leadership Quarterly, 11(1), 11–35.

Northouse, P.G. (2016) Leadership: Theory and Practice. (7th ed.). Sage Publications, Inc; ISBN-13:
978-1452203409.ICE.

Sigma Assessment Systems Inc. “Measuring success of succession planning” n.d..

https://www.sigmaassessmentsystems.com/succession-planning-where-to-start/

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