This quantitative survey research study involved the perceptions about, experiences with, and barriers to succession planning and management (SPM) as reported by high-level career administrators in Nebraska state government to address an impending leadership shortage. Primary reasons reported for using SPM include continuity of intellectual capital, increased talent pool, and contribution to strategic mission. Priority strategies that emerged were planned on-the-job training, planned mentoring, in-house leadership training, and in-house management training. Outcomes revealed top perceived barriers to SPM implementation as limited resources, inexperience, and lack of leadership belief in importance of SPM. A major conclusion was that efforts to implement SPM in Nebraska state government likely would start from a point of limited knowledge about the practice among agency leaders, requiring deliberate preparations to succeed.
|Advisor:||Melaragno, Ralph J.|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/03, Dissertation Abstracts International|
|Subjects:||Management, Public administration, Occupational psychology, Organizational behavior|
|Keywords:||Leadership development, Nebraska, Professional development, Public administration, State government, Succession planning, Succession planning and management, Talent management|
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