1Succession Planning 2010

Running Head: Developing Leadership Capital

Succession Planning: The Critical Challenge for Law Enforcement of Developing Leadership Capital in the 21st Century Kelly Hedum University of Central Florida

2Succession Planning 2010

Abstract Succession planning is a critical leadership tool for ensuring organizational growth and continuity by eliminating substantial gaps in institutional memory, knowledge, and leadership through strategic placement of key personnel. One of the greatest challenges facing many organizations in the 21st century is how to affect a well designed change of leadership while maintaining organizational continuity and meeting or exceeding organizational goals. Current research suggests that many organizations will experience a leadership transition crisis in the absence of the implementation of a well designed, functional succession plan for the future. The purpose of this paper is to examine the leadership concept of succession planning and discuss two theories, trait theory and path-goal theory, and their relationship to the succession planning process. Succession planning is a six step process. Three important dimensions critical to succession planning as a leadership development tool include evaluating the future needs of the organization, the identification and development of leadership talent, and the ability to identify and implement results. Historically, succession planning is not part of an assigned role or task in a police agency and tends to get overlooked. Based on the literature, leadership succession in law enforcement will present a crisis for agencies. As these assertions are explored, the

following research questions are proposed for future study: Will law enforcement agencies recognize and respond to the looming crisis presented by the loss of human capital in their organizational hierarchies? Are law enforcement agencies, which are historically known for being reactive, ready to become proactive in planning for the future? Does succession planning present to law enforcement agencies a viable proactive solution for effecting a seamless transition of leadership?

3Succession Planning 2010

Succession Planning: The Critical Challenge for Law Enforcement of Developing Leadership Capital in the 21st Century I. Introduction Whether public or private, the ability of an organization to survive is based on the organizations capacity to produce sustained and high quality leadership over time. Increasingly, leadership capacity building is receiving renewed attention as governmental and other public sector agencies face mounting pressures to ensure organizational sustainability, flexibility, and responsiveness in the face of increasing uncertainty and limitations. Increasing turbulence in the public sector environment, characterized by organizational restructuring, funding uncertainties, and increasing program complexities, has substantial effects on the ways public sector organizations respond to leadership replacement (Caudron, 1999). The Need for a Plan of Succession: Recent History Some organizations, such as the military, have considerable experience and expertise with succession planning. In the event of a personnel change or a loss, the leadership knows exactly who will take over and what his or her role will be-from the newest recruit all the way up to the commander-in-chief. These organizations typically understand the strengths and weaknesses that particular individuals within the organization possess and what is required to fill gaps in skills and competencies (Butler & Roche-Tarry, 2002). Recent world events show us disasters such as the sudden death of a key executive can reverberate throughout an organization, paralyzing both leadership and staff and impeding the organizations ability to execute its business plan. When the World Trade Center attacks took place, dozens of companies lost key executives, including CEOs and CFOs, who were on the planes or in the buildings that were

4Succession Planning 2010

destroyed. Although it is not feasible to plan for every possible scenario and particularly for the loss of several key leaders at the same time, it is entirely realistic to map out a chain of command and understand who will assume control if and when a key executive is lost. Effective organizations cannot afford to passively wait for the future; they must create it by investing their time, thoughts, and planning in order to ensure the quality and continuity of their leadership talent. A number of agencies have taken action to upgrade their succession planning practices in an attempt to unblock the leadership pipeline. Two agencies that have made significant progress are the National Aeronautics and Space Administration (NASA) and the Government Accountability Office (GAO). Others, such as the Department of Defense, the Department of Health and Human Services and the Internal Revenue Service (IRS), have launched major projects to improve their succession planning practices (Crisis in Federal Government Succession Planning, 2006, p. 2). Leadership Research and Trait Theory Early research on leadership was based on the psychological focus of the day, which was of people having inherited traits. Attention was put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Stogdill (1974) identified the following traits and skills as critical to leaders: Traits Adaptable to situations Alert to social environment Skills Clever (intelligent) Conceptually skilled

5Succession Planning 2010

Ambitious and achievement oriented Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent and self-confident Tolerant of stress Willing to accept responsibility Creative Diplomatic and tactful Excellent communicator Knowledgeable Organized Persuasive Socially skilled

Identifying these traits and skills present in future leaders of an organization is an integral part of succession planning. Succession planning is an ongoing, dynamic process that ultimately helps an organization to align its service goals and its human capital needs. According to Blunt (2000), growing the next generation of public sector leaders may be the single most critical responsibility of senior public service leaders today. Leadership Research and Path-Goal Theory Current systems for developing future public leaders have been characterized as largely serendipitous (Huddleston, 1999). Efforts to address leadership capacity confirm what many leaders and practitioners already know; there is a growing gap of leadership talent in the public service (The Leadership Development, 1999). Future leader development may be linked to effects of leader task orientation and leader person orientation on subordinate satisfaction and

6Succession Planning 2010

performance. The path-goal theory of leader effectiveness was developed to reconcile prior findings and anomalies resulting from empirical investigations of these effects. Path-goal theory is a dyadic theory of supervision. It concerns relationships between formally appointed superiors and subordinates in their day-to-day functioning. It is concerned with how formally appointed superiors affect the motivation and satisfaction of subordinates. Consistent with the dominant leadership paradigm of the time, path-goal theory is primarily a theory of task and person oriented supervisory behavior. Also consistent with the dominant paradigm, it does not concern the leadership of the entire organization, emergent informal leadership, leadership as it affects levels of management, political behavior of leaders, strategic leadership or leadership as it relates to change. However, research indicates in the initial version of the theory it was asserted that the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route (House, 1971, p. 324). Employee satisfaction is a motivating factor considered highly desirable and relevant as it pertains to recruitment and retention of leaders in public service agencies. II. Succession Planning Defined Succession planning is defined as a dynamic, ongoing process of systematically identifying, assessing, and developing leadership talent; and assessing, developing and recognizing key contributors to meet future organizational strategic and operational needs (Kimball, 2005: as cited in Nink, Boyer & Fogg, 2006, p. 34). Additionally, succession planning is a proactive attempt to ensure that leadership in an organization will be continuous by identifying how these

7Succession Planning 2010

positions will be filled as both planned and unplanned departures occur (Schmalzried & Fallon, 2007, p. 169). To achieve outstanding results using succession planning, an organization must develop an effective and highly focused strategy that centers on organizational excellence. The succession of a leader is a central event in the life of any organization (Hunte-Cox, 2004). Succession planning focuses on three main areas. organization as senior leadership ages and retires. First, it addresses the needs of the Second, succession planning helps an

organization prepare for an unexpected event such as the sudden illness or death of a person in a key leadership role in the organization. Finally, succession planning ensures that an organization has the right personnel in place to function at peak efficiency both now and in the future. Succession planning can serve as a means to take an organizational inventory of human capital and better identify existing or future gaps. III. Succession Planning Challenges and Strategies for Law Enforcement Agencies A. Managing Change In managing change, this is always the conundrum: to effect change, one must see the need for change, plan for the change, implement the change, and then evaluate the success or failure of the change (Michelson 2006). Succession planning does not require extensive budget,

equipment, staffing, or resources. It does require a change of thinking (Michelson, 2006). Succession planning for the most part has been largely ignored in public service agencies although it could have a tremendous impact on both identifying key leadership potential in the organization and helping the organization now. As Jim Collins writes in Good to Great, the goal is to put the right people on the bus, get the wrong people off the bus, and the right people in the right seats (Michelson, 2006). How does this relate to organizational change? If the

8Succession Planning 2010

organization does not have solid leadership, with the knowledge, skills, and abilities to plan, organize, and direct others, the organization is less likely to recognize the need for change and implement it. Solid leadership actions specific to successfully leading sworn personnel in law enforcement agencies were defined by participants at the International Association of Chiefs of Police (IACPs) leadership conference in 1999. The recommendations were as follows: Establish and Share Vision and Values- establish vision, values and mission by consensus. Incorporate input from all levels of the agency. Convey the vision, values and mission in terms that evoke emotion and passion helping to maintain or renew the passion of the leader. Empower Staff- ensure members of the agency embody the central values of the organization, share the vision, are positioned operationally to exemplify the values and influence and lead other employees. Maximize Opportunities for Success- a primary responsibility of the leader of the organization is to structure a career setting that provides opportunity for material and emotional reward and fulfillment, defined collaboratively by the workforce. Clearly Articulate Expectations and Rewards- clearly communicate the path to advancement opportunities and explain the reward system in terms of assignments and promotions. Personnel who understand the nature of opportunities available to them can then make sound decisions on individual courses of career action. Create a Thirst for Leadership- the leader of the organization should create an environment in which all personnel feel they can attain and exercise leadership responsibilities, not simply attain hierarchical leadership positions. organizational culture is key, as is imparting leadership knowledge. Understanding

9Succession Planning 2010

Prioritize Creativity- allow latitude to personnel to be more creative and work independently. Provide Measurement of Success- provide feedback to enable personnel to determine whether progress is occurring organizationally and for individuals themselves. Manage Failure in a Restorative Manner- leaders must work closely with personnel to assess situations and provide guidance for growth following mistakes. With the obvious exception of egregious errors, mistakes provide the backdrop for an excellent training opportunity. Provide Time for Face-To-Face Contact- leaders should not distance themselves from the workforce. There should be both formal and informal opportunities for interaction at all levels of the organization. To provide effective leadership the leader must remain visible and be regularly available to discuss issues and provide timely feedback. Monitor Cynicism- many individuals become disillusioned after five to seven years on the job. Frequently, individuals are only vaguely aware of the changes in their

perceptions and feelings. Leaders are urged to monitor the outlook of personnel and consider implementing a program of duty rotation to minimize the potential for burnout. Evaluate Leadership Style- flexibility and the ability to adapt to change is critical for leadership success. An effective leader must remain open to new ideas and be able to alter his or her leadership style to effectively meet the changing needs of the organization.

10Succession Planning 2010

B. The Impact of Early Retirement For many law enforcement agencies, retirement comes in cohort groups as officers who graduated together from the academy retire together. The result is often a significant loss of institutional knowledge and a misalignment of the organizations operations with its strategic direction. This mass exodus of human capital and loss of key personnel constitute a unique challenge for succession planning efforts in law enforcement agencies (Putney, 2008). If the number of leaders leaving supervisory and management positions is as great an issue as it appears, then it is necessary to consider just how to assess whether the next generation is ready to lead. In the early 1990s state, county, and city budgets were typically at a surplus. Through various processes and frequently with police union cooperation, early retirement incentives were offered to long-term employees. Many took advantage of this offer, too good to pass up, given the option to retire and begin a second career. To counterbalance the senior leadership exodus created by these early retirement incentives, some agencies created a deferred retirement option plan, or Drop program. Drop programs allow city leaders to collect both their regular pay and retirement pay during the last five years of their employment for continuing to work in the city after retirement eligibility. Unfortunately, financial analysts miscalculated the impact of this expense (Michelson, 2006). In a few short years the financial posture of state and local governments changed. The surplus revenues of the 1990s are quickly dissipating in the 2000s. Local agencies are no longer receiving the financial support they have come to expect from both federally funded programs and local government and as a result are now facing a severe budget crisis. Simply finding the

11Succession Planning 2010

resources to recruit, train, and retain qualified leadership candidates is a greater challenge than ever. As a result of early program retirement incentives and the subsequent loss of continued revenue sources many agencies are replacing experienced veteran leaders with younger candidates who have not had the length of service in the field and have little experience, if any, in leadership roles. Consequently, the need arises for more concentrated efforts to identify leadership traits, to create a clear career development path, and to prepare those replacements as future leaders in the organization. Even in the face of these challenges, succession planning is necessary to maintain a high level of police service in the community. C. Organizational Culture- Structure and Design There are internal barriers to leadership development in the public sector: organizational culture, low priority, insufficient resources, inadequate rewards for initiative, limited mobility, and lack of role models (Center for Creative Leadership, 1996; NAPA, 1997; Schall, 1997). As Schall (1997) also indicates there are impediments to taking public sector succession efforts seriously, including issues of scope, confusion over replacement versus positioning, and a lack of planning techniques in the face of political and other constraints. Another challenge is inherent in the paramilitary structure prevalent in many state and local law enforcement agencies. The vertical chain-of-command structure lends itself to isolated functions (Putney, 2008). A newly promoted individual replacing a retiree faces a steep learning curve in a paramilitary organization where information such as budgeting or policy making is often secured at certain levels and in various functional areas. Law enforcement agencies must take a proactive approach to these challenges by designing leadership development programs that provide continuous and cross-functional development. A

12Succession Planning 2010

well designed program helps ensure that qualified staff are prepared to take over for those leaving the organization. The program should target multiple levels of the organization, focusing on organizational operations, strategic direction, leadership, and professional development, resulting in well-trained qualified candidates for succession. Finally, there are often gaps between the promise of succession planning and the reality of its outcomes (Lynn, 2001, p. 129). Plans, even if well conceived, often go awry. The potential for highly political outcomes and the possible appointment of external candidates not in the talent pool create frustration and undermine the overall success of such plans. In addition, the lack of explicit, ongoing executive level support for succession planning sends an important message throughout the organization; programs that become staff-driven have limited credibility (Lynn, 2001, p. 129). The success of the succession planning process ultimately rests with commitment from top management. IV. Selected Theoretical Perspectives A. Trait Leadership Theory Trait leadership theory suggests that all leaders are born with or display certain key personality characteristics. Certain characteristics are particularly suited to leadership. People who make good leaders have a sufficient combination of these character traits. Most of the time the traits are considered to be naturally part of a persons personality. From this standpoint, leadership trait theory tends to assume that people are born as leaders or not as leaders. However, the idea that leadership traits are inborn and unchangeable appears to be incorrect (Shead, 2007). It is true that many of our dispositions and tendencies are influenced by our personalities, but most people will acknowledge that it is possible for someone to change their

13Succession Planning 2010

character traits for the worse. Someone typically known for being honest can learn to be deceitful. The concept of corruption is based on the fact that people can develop negative character traits over time in given circumstances. If people can learn negative character traits and change the way they are naturally through outside influences and conditioning, it logically follows that they can learn positive character traits as well. There is intrinsic value in identifying the character traits associated with leadership. It may be even more valuable to identify the character traits that followers look for in a leader. Identifying the individuals who possess these traits is critical to the success of any succession plan. According to Kouzes and Posner in the book, The Leadership Challenge, their research concludes that what people look for in a leader, a person they would be willing to follow, has been constant over time. The research documents a consistent pattern across countries, cultures, ethnicities, organizational functions and hierarchies, gender, educational and age groups (Kouzes & Posner, 2007, p. 29). When asked, What values, personal traits, or characteristics do you look for and admire in a leader? respondents initially identified several hundred different values, traits and characteristics. Subsequent content analysis by several independent judges, followed by further empirical analyses, reduced these responses to a list of twenty characteristics most desirable in a leader. For people to willingly follow someone the top five traits they must possess were identified as being honest, inspiring, forward-looking, competent and intelligent. These are all traits that someone can learn to implement. By simply displaying these character traits more consistently an individual is able to change how they are perceived (Shead, 2007). The need for a leader to be accepted by their followers coupled with the realization that no one individual is the ideal leader in all circumstances has given rise to a new school of leadership

14Succession Planning 2010

thought. Referred to as dispersed leadership, this approach argues a less formalized model of leadership where the leaders role is dissociated from the organizational hierarchy. Individuals at all levels in the organization and in all roles can exert leadership influence over their colleagues and thus influence the overall leadership of the organization. Leadership is regarded as a process within a group and the leader can only be identified on the basis of how he or she influences the behavior of those who follow the leader. An examination of this approach defines the leadership role by the relationship to the group rather than by focusing on his or her personal characteristics or traits. The origins of such an approach have their foundations more in the fields of sociology and politics than more traditional management literature and draw on concepts such as organizational culture and climate to highlight the contextual nature of leadership. It is a more collective concept, and would argue for a move from an analysis and development of individual leader qualities to an identification of what constitutes an effective leadership process within an organization (Bolden, Gosling, Marturano, & Dennison, 2003). B. Path-Goal Theory The essence of the path-goal theory of leadership can also be tied to what constitutes an effective leadership process within an organization. At the center of the theory is the metaproposition that leaders, to be effective, engage in behaviors that complement subordinates environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance (House, 1996). The essential notion underlying the path-goal theory is that individuals in leadership positions will be effective to the extent that they complement the environment in which their subordinates work by

15Succession Planning 2010

providing necessary cognitive clarifications to ensure that subordinates expect that they can attain work goals and that they will experience intrinsic satisfaction and receive valent rewards as a result of work goal attainment. Consistent with Katz and Kahns (1978) definition of leadership, the role of the leader is to provide the necessary incremental information, support, and resources, over and above those provided by the formal organization to ensure both satisfaction and effective performance. The independent variables of the theory are leader behaviors. House and Mitchell (1974)

defined four types of behavior in more specific terms: directive path-goal clarifying leader behavior, supportive leader behavior, participative leader behavior and achievement oriented behavior. Directive path-goal clarifying behavior is behavior directed toward providing

psychological structure for subordinates, letting them know what is expected, providing specific guidance and clarifying policies and procedures. Supportive leader behavior is behavior directed toward the satisfaction of subordinates needs, such as displaying concern for their welfare and creating a positive, friendly and supportive work environment. Supportive leadership behavior was asserted to be a source of self confidence and social satisfaction and a source of stress reduction and alleviation of frustration for subordinates (House & Mitchell, 1974). Participative leader behavior is behavior directed toward encouragement of subordinates influence on decision making and work unit operations. This type of behavior takes subordinates opinions and suggestions into account when making decisions. Achievement oriented behavior is behavior directed toward encouraging performance excellence. By setting challenging goals and

emphasizing excellence in performance, subordinates strive for higher standards of performance and have more confidence in their ability to meet challenging goals.

16Succession Planning 2010

V. The Succession Management Process Whatever the approach to be used, the basic steps of succession planning are almost always similar, based on Rubin, Powers, and Illia (2007), there are six basic steps of succession planning: 1. Establish knowledge, skills, and abilities needed at each leadership level 2. Identify a pool of qualified candidates for various leadership roles 3. Assess candidates for respective leadership positions 4. Implement individual development plans 5. Select leadership replacements as positions become available 6. Implement leadership transition The figure below illustrates the succession management process:

Establish KSAs

Implementation

Identify Candidates

Selection

Assess Candidates

Implement IDPs

17Succession Planning 2010

This cyclical process is designed to ensure organizational continuity through timely, adaptive, and ongoing change in the development and deployment of leadership talent. VI. Conclusion This paper has demonstrated that leadership succession is an enormous organizational responsibility and unless effective succession planning is urgently integrated into organizational culture, most organizations will find themselves on the verge of a leadership transition crisis in the near future. Particularly in the field of law enforcement, the critical challenge of developing leadership capital cannot be ignored. In an environment of early retirements, reorganizations, and lean hierarchies, often with a depleted pool of mid-level supervisors, there are many obstacles facing agencies in regard to developing and selecting future leaders. Succession planning is a complex task that must be viewed as an ongoing strategic process. For the perpetuation of future success agencies must devote considerable time and resources to mapping out a comprehensive plan for identifying and making the best use of available human resources. It is incumbent upon these same agencies to take succession planning beyond

organizational charts and use it as a comprehensive change-management tool that helps the organization identify gaps in talent and fill them more effectively. Leaders in law enforcement today should already be preplanning for the future. They must be able to move their agencies toward a succession management process as a strategic endeavor-one designed to ensure both the sustainability and depth of leadership capital necessary for the success of the agencies in carrying out their missions. The success of the succession

management process, facilitating a seamless transition of leadership, ultimately rests with a commitment from the command staff and the Chief of Police. Will affected agencies embrace

18Succession Planning 2010

the succession planning process before the inevitable loss of key personnel and to what extent will leadership apathy affect succession programs and the future of law enforcement? These questions call for further research.

19Succession Planning 2010

References Barker, B. (2006). Rethinking leadership and change: A case study in leadership succession and its impact on school transformation. Cambridge Journal of Education, 36(2), 277-293. Blunt, R., & Clark, H. (1997). Growing public service leaders. Public Manager, 26(2). Bolden, R., Goshing, J., Marturano, A. & Dennison, P., A Review of Leadership Theory and Competency Frameworks. 2003. Retrieved April 2, 2010, from http://www.leadership-studies .com/documents/mgmt_standards.pdf Butler, K. & Roche-Tarry, D. E., 2002. Succession Planning: Putting an Organizations Knowledge to Work Nature Biotechnology, Volume 20 201-202<PDF> [Electronic Version] Caudron, S. (1999). The looming succession crisis. Workforce, 78(9), 72-76. Gandossy, R. P., & Verma, N. (2006). Passing the torch of leadership. Leader to Leader, 2006 (40), 37-44. Harrison, M., McKinnon, T., & Terry, P. (2006). Effective succession planning. T+D, 60(10), 22-23. Hollington, S. (2007). Have you planned for your replacement? [Succession planning]. Engineering Management, 17(1), 17-18.

20Succession Planning 2010

House, R.J., 1971. A Path Goal Theory of Leadership Effectiveness. Administrative Science Quarterly, 16(3), 321-339. Retrieved from Business Source Premier data base. House, R.J., & Mitchell, T.R., 1974. Path-goal Theory of Leadership. Journal of Contemporary Business, 3, 81-97. House, R.J., 1996. Path Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory, Leadership Quarterly 7(3) 323-352. <PDF> [Electronic Version] Huddleston, M.W., (1999). Profiles in excellence: Conversations with the best of Americas career executive service. Washington, D.C.: The PriceWaterhouseCoopers Endowment for the Business of Government. Hunte-Cox, D.E. (2004). Executive succession planning and the organizational learning capacity. Doctoral dissertation, The George Washington University, Washington, D.C., United States. Ibarra, P., (2004) Incorporating Succession Planning into Your Organization. ACMAArizona City/County Management Association 2004 Summer Conference, <PDF> [Electronic Version] Katz, D., & Kahn, R.L. (1978). The Social Psychology of Organizations. New York: Wiley. Kouzes & Posner (2007). The Leadership Challenge. San Francisco, CA: Jossey-Bass.

21Succession Planning 2010

Leadership Development and Education Institute. (1999). The national survey on public leadership: Abridged results. Boulder, CO.: Author. Leibman, M., Bruer, R.A., & B.R. Maki. (1996). Succession management: The next generation of succession planning. Human Resource Planning, 19(3), 16. Levine, S.S. & Prietula, M.J., 2006-08-11, Towards a Contingency Theory of Knowledge Exchange in Organizations, Paper presented at the annual meeting of the American Sociological Association Montreal Convention Center, Montreal, Quebec, Canada <PDF> [Electronic Version]. Lynn, D.B., 2001. Succession Management Strategies in Public Sector Organizations: Building Leadership Capital, Review of Public Personnel Administration 2001(21) 114 <PDF> [Electronic Version]. Mateso, P.E., 2008-10-15, Succession Planning: Essence, Challenges, and Improvement Approaches, Paper presented at the annual meeting of the MWERA, Annual Meeting Westin Great Southern Hotel, Columbus, Ohio <PDF> [Electronic Version]. Metz, E.J., (1998). Designing succession systems for new competitive realities. Journal of Human Resource Planning, 21, 356.

22Succession Planning 2010

Michelson, R., 2006, Preparing Future Leaders for Tomorrow: Succession Planning for Police Leadership, The Police Chief 73 (June 2006). National Academy of Public Administration. (1997). Managing succession and developing Leadership: Growing the next generation of public service leaders, Washington, D.C.: Author Nink, C., Boyer, D., & Fogg, J. (2006). Succession planning: Preparing future corrections leaders now. Corrections Today, 68(5), 34-37. Putney, D.M., & C.L. Holmes, Designing a Law Enforcement Leadership Development Program, The Police Chief 75 (October 2008). Rothwell, W.J., (2005). Effective succession planning: Ensuring leadership continuity and Building talent from within. (3rd ed.) American Management Association. New York. Rubin, D.K., Powers, M.B., & Illia, T. (2007). Succession plans are new priority because Ready or not, the futures coming. [Cover Story]. ENR: Engineering News-Record, 259 (12), 26-29. Schmalzried, H., & Fallon, L.F. (2007). Succession planning for local health department top executives: Reducing risk to communities. Journal of Community Health 32(3), 169-180. Shead, Mark, (2007). Leadership Trait Theory. Retrieved on April 2, 2010 from http://www. leadership501.com//leadership-trait-theory/22/.

23Succession Planning 2010

Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press Walker, J.W. (1998). Do we need succession planning? Journal of Human Resource Planning, 21, 239-256.

24Succession Planning 2010

Appendix Case study of the Leadership Development Program (LDP) implemented at the North Carolina State Highway Patrol (NCSHP). This case study presents an example of a law enforcement agency taking a proactive approach to the challenges of designing a leadership development program that attempts to provide continuous and cross-functional development throughout the organization. A well-designed program helps ensure that qualified employees are ready to replace those leaving the organization. A successful program should target multiple levels of the organization, focusing on organizational operations, strategic direction, leadership, and professional development (Putney, 2008). The LDP implemented by the NCSHP serves three purposes. First, it builds a bridge between succession planning and employee development. Second, it communicates the agencys

investment in the professional growth and development of its employees, and third, it facilitates implementing large organizational development initiatives and transitions. The design used by the NCSHP required four foundational elements: support from the top, formalized standard operating procedures, internal and external partnerships, and executive coaching with 360degree feedback. How it works- the Commanders office ensures that the design of the program reflects the vision of the agencys top leaders. It also provides the resources required and prioritizes them for the staff. The SOPs are formal documents that clarify the purpose, objectives, expectations, administration, implementation, and evaluation processes of the program. Partnerships between external consultants, agencies and staff from various divisions within the organization provide

25Succession Planning 2010

the opportunity to customize the LDP for each participant. Individual performance is assessed using a 360-degree feedback instrument. The results are compiled by a neutral third party and kept confidential. An individual development plan is created, identifying the skills and

professional knowledge necessary to promote professional development and organizational effectiveness. This plan is created in consultation with the Commanders office and an industrial psychologist. Each participant is assigned to the Commanders office for the first two weeks of the program. This allows the individual to observe the functions of the agency from the highest level of decision making authority. It also allows the current leadership to observe the

participants aptitude or interest for a particular area. Establishment of the SOPs is important for the legitimacy of the program. Clearly defined expectations and the evaluation process are designed to prevent the misperception by sworn members that this is simply a necessary political step toward promotional opportunities. The design of the second phase of the LDP, the Law Enforcement Executive Development or LEED program, required a collaborative effort between internal and external partners. A

technical advisory board was created to work with the academic team for the development of the program curricula. This board also provides an internal mechanism for continuous feedback. The LEED program is designed to enhance and sustain career development for sworn members through activities such as executive level management courses and seminars. There are also networking opportunities available through other law enforcement agencies. Executive coaching is another aspect of the LDP and the following leadership competencies are reviewed during the executive coaching session: communication skills, decision making,

26Succession Planning 2010

working relationships, innovation and change, leadership integrity and vision, coaching skills, utilization of strengths of others and self, and team development. The individual development plans outline the prioritization of operational and developmental areas of interest to participants to explore while participating in the program. The coaching sessions not only facilitate

individual professional growth; they also provide an empirical foundation from which to measure leadership development across participants (Putney, 2008). A well-designed LDP is equally beneficial to both the participants and the organization. The participants receive individual mentoring reinforced with a balance of agency academic leadership learning experiences. The program facilitates the achievement of organizational goals such as succession planning by letting employees see firsthand how each department of the organization contributes to the overall mission and how that mission supports serving the citizens. Exposing the employees to a more realistic preview of upper level management prepares them when the time comes for ascension up the ranks to function effectively in a leadership role in the organization.