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Looking at higher education institutions today, one constant that is readily noticed is change. Change is indeed inevitable in all organizations; however, we can temper that change to include growing our own successor in order for our leadership components to continue and provide continuity in the workplace. Smooth management transitions are infrequent and when a leader leaves or retires, no matter if a vice-president, supervisor, manager, chairperson, director, often, there is no one prepared to replace them. Succession planning and/or leadership development models have been accomplished at one university will be discussed in this paper.

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Research in Higher Education Journal



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