Developing a conceptual model for succession planning: a case study of the University of Namibia

Abstract

This study examined succession planning practices within the administrative workforce of the University of Namibia and developed a conceptual model intended to strengthen leadership development and ensure organisational continuity. The investigation was driven by the growing imperative for sustained leadership capacity in public higher education institutions and by the absence of a formalised succession planning framework at the University of Namibia, a gap that threatens leadership pipelines and limits the systematic preparation of future leaders. A qualitative research approach was employed to obtain an in-depth understanding of succession planning within the institutional context. Data were gathered from administrative staff using appropriate qualitative data collection techniques and were analysed thematically to identify dominant patterns, underlying challenges, and emergent opportunities related to succession planning and leadership development. The findings indicate that succession planning practices at the University of Namibia are predominantly informal and fragmented, lacking a coherent framework to guide the systematic identification, development, and preparation of potential leaders. Leadership positions are largely filled through internal applications and Ad Hominem promotions, with limited evidence of structured mechanisms for talent identification, leadership development, or knowledge transfer. The study further identified weaknesses in the coordination of leadership development initiatives and constraints in human resource capacity that impede effective succession planning. The study concludes that the absence of a formal succession planning framework constitutes a significant risk to leadership continuity and organisational sustainability at the University of Namibia. It argues that effective succession planning requires a systematic, integrated approach that aligns leadership development processes with the institution’s strategic objectives. In response to the identified gaps, the study recommends the establishment of a formalised succession planning framework, the implementation of structured talent identification and leadership development programmes, and the enhancement of human resource capacity to support succession planning efforts across the institution. A conceptual succession planning model tailored to the administrative workforce of the University was subsequently developed. This model provides a structured and coherent approach for identifying, developing, and preparing potential leaders. Its purpose is to strengthen leadership continuity, enhance organisational sustainability, and reinforce institutional capacity. Overall, the study concludes that without a deliberate and well-structured succession planning system, leadership development, organisational stability, and institutional sustainability are compromised. The lack of a strategic approach to identifying and developing successors increases the risk of losing institutional knowledge and weakening the leadership pipeline.