•Identifying the necessity of a new generation of nurse leaders.•Implementation of Competency-based education programs to prepare new nurse leaders for organizational leadership roles.•The value of ...nurse legacy is without price.
The nursing profession is continually evolving with new healthcare innovations and approaches in the care of complex clients. However, the succession plans of nursing leadership remains an area in need of growth and further development. The use of competency-based curriculums to educate a new generation of nursing leaders is of importance in the development of competent leadership.
What happens when volunteers disengage from an Extension program? What steps should Extension professionals take to fill a vacated role? There is a robust amount of research regarding best retention ...practices once volunteers are plugged into a program. However, there is a gap in current volunteer literature regarding practical applications to prepare existing volunteers to take on new roles. Incorporating proven strategies through practical applications would allow Extension professionals to address volunteer disengagement before it happens. Extension professionals can consider 10 steps to develop a succession plan to address volunteer disengagement.
The Problem
Family-owned businesses provide a large portion of the job opportunities in the Chinese economy. Many successful family-owned businesses in China were established during the initial years ...of economic reform in the late 1970s and 1980s. Today, as the founders of these companies approach retirement, leadership transition is becoming a pressing issue. Among the various factors involved in family business succession are gender-specific obstacles faced by women who seek to achieve leadership positions. Women entrepreneurs in China are gradually increasing in number, but those who desire to take the helm of family-owned companies face important social and structural challenges in China’s male-dominated business culture.
The Solution
In this study, we used a qualitative interview approach to learn about the experiences of second-generation women entrepreneurs in Chinese family-owned businesses and to better understand their motivations along with the challenges and opportunities that they face. The findings revealed that the motivations of these women entrepreneurs were centered more on internal “pull” factors (e.g., self-actualization) rather than external “push” factors (e.g., economic pressures). The major challenges that were reported included tense relationships with parents, gender-role conflicts, and alignment issues in relation to their family businesses’ established culture. Understanding these factors can help in identifying opportunities for effective human resource development and promoting women’s entrepreneurship in the Chinese context.
The Stakeholders
Second-generation women entrepreneurs, family businesses in China, women leaders, and human resource development professionals.
PurposeBy taking the theory of entrepreneurial legacy as the baseline, this study explores the various aspects of succession planning in indigenous family businesses especially the role of female ...family members in succession and conflicts in family businesses.Design/methodology/approachThe study is qualitative in nature and adopts narrative inquiry to explore the aspects of succession planning. In doing so, the study utilizes an in-depth interviewing technique with nine participants who run their family-owned firms which are mostly in their second or third generation for analysis.FindingsThe findings are concurrent with the literature that indicates a lack of strategic succession planning although ordinary or natural succession does occur in some firms. The study also reports a lack of consideration for female members in succession, daughters in particular, for traditional family firms (FFs) in contrast to entrepreneurial FFs.Research limitations/implicationsThe study has many implications for family-owned firms in Pakistan as they need to align their family business with the theory of entrepreneurial legacy and its three strategic activities in order to ensure the longevity of their business.Originality/valueExploring how succession planning takes place in family indigenous family businesses and what is the role of female family members in succession and conflicts in family businesses are original contributions of this study.
Se analizan los factores que los productores envejecidos consideran en la elección de un sucesor y en la definición de un plan sucesorio para sus tierras agrícolas, así como las actitudes que se ...manifiestan en este proceso. Para ello se estudian las vivencias que productores mayores de 55 años han atravesado en la designación de su heredero y en el establecimiento de un plan. El estudio comprende una parte cuantitativa, donde se estudian las variables relacionadas con la definición de un sucesor y el establecimiento de un plan sucesorio, y una parte cualitativa en la que se realiza un análisis de las entrevistas realizadas a productores. Los resultados muestran que el nombramiento de un sucesor está relacionado con la rentabilidad e ingresos que los productores perciben de su unidad de producción, así como con la existencia de una lista de sucesores. Además, se encontró que todos los productores han pensado o tienen elegido un heredero, que puede ser formal cuando existe un documento que lo avale, o no formal de lo contrario. Asimismo, se encontraron diversos escenarios en la designación de un sucesor y factores emocionales y afectivos que influyen en cómo los productores llevan a cabo sus decisiones sucesorias. Finalmente, los temores que los productores tienen al heredar su patrimonio y quedar desamparados los conducen a preservar y resguardar su decisión de sucesión como un seguro de vida que les permita negociar las atenciones necesarias en su vejez.
Across institutions and professions, leadership philosophy is considered the driver of organisational culture in achieving the overall objectives. Although individuals’ leadership cultures may vary, ...intersections and hybridity are present in many spheres, including that of some African Neo-Pentecostal Leaders (ANPLs). To underscore the hybrid leadership of the ANPLs, qualitative research was conducted, with data collected from 20 participants through one-on-one interviews across Africa. The results revealed the hybridisation of African Neo-Pentecostal leadership styles vis-a-vis African monarchical and religious traditions based on four variables: accountability, ownership and succession plan, healing, and gerontocracy. The results also revealed the benefits and challenges of their hybridity. Subsequently, using Jesus’s model of servant leadership to analyse the four variables, the benefits and challenges were critiqued. The analysis identified culture, African spiritual worldview, gerontocracy, and submissive theology as factors influencing such syncretic or hybrid practices. The analysis also delineated the theological, socio-economic, legal, and transgenerational implications of such hybrid leadership. This article concludes with cautionary remarks regarding boundaries, servant leadership, and morality.
This study explores how Cuban healthcare organizations are planning for the next generation of leaders through succession planning strategies. This study analyzed three critical factors which ...influence succession plan: organizational awareness on the necessity of the succession plan, labor market condition to supply qualified candidates, and conducive environment. Employing ethnographic interview with a focus group, this study identified critical obstacles to impeding effective succession planning in the Cuban healthcare system: lack of awareness of the effective management; structural constraints in nourishing healthcare administrators and leaders; the dearth of incentives fulling young, motivated health professionals. Nevertheless, free education for health professionals, anticipated changes resulting from the US opening an embassy in Cuba, and the burgeoning NGOs in the new era of post-globalization would provide the Cuban health system with new opportunities. This study recommends that the Cuban healthcare system develop a managerial track is distinct from the clinical route and that it expand partnership with international NGOs for tackling sustainability problems. The Cuban health system should develop succession planning strategies, using flattened and flexible organizational structure, people-oriented workplace culture, proactive human resources management plan, and restructured medical management and innovative and transformative leadership program open to all health professions.
Work stress and feeling of entrapment are harmful physical and emotional results for employees when the workload demands exceed their capacities.
This study aims to investigate the effects of the ...career management system and succession plan on employees' work stress and feelings of entrapment in hopes of improving employees' well-being to promote business continuity.
In this cross-sectional study, the convenient sampling method was adopted. The research was conducted with the participation of call center agents (n = 621) of three call centers in Turkey. The Partial Least Squares Structural Equation Modeling (PLS-SEM) path analysis was performed on the collected data for hypothesis testing.
Both career management systems (CMS) and succession plans (SP) reduce employees' work stress and feelings of entrapment. Work stress was found to mediate the effects of CMS and SP on the Feeling of Entrapment. The CMS reduces the work stress of employees with university degrees than those with a high school diploma. Meanwhile, SP reduces more of the feeling of entrapment for employees newly starting their jobs (with 0-2 years of seniority) than the workers with three or more years of seniority.
Empirically, the feeling of entrapment seems higher among the employees with three or more years of seniority, suggesting that human resource management should focus on employees' work stress and feeling of job insecurity issues and offer possible and timely solutions. Furthermore, organizations showing care to newly arriving staff and giving them job assurance is believed crucial to improving employees' recruitment and retention.
Purpose: This study examined the aged crop farmers’ perception towards succession plan, determined the level of succession plan intention among the respondents, and revealed the factors influencing ...succession plan among aged crop farmers in rural communities.
Research Method: A sample size of 192 aged crop farmers from the four agricultural zones who were above 60 years old were selected by means of multistage sampling procedure. Data were collected through structured interviewed method and summarised using appropriate statistics.
Findings: Results revealed respondents’ mean age as 75.14±9.76 year, with majority being male (86.5%) and married (72.4%) respectively. Furthermore, the respondents’ mean of farming experience was 50.02±14.79. It was established that 79.2 percent of the respondents had succession plan and there was a low succession plan intention. The factors associated with succession plan at p≤0.05 were farming experience (β = 0.485), household size (β = 0.330), perception (β = 0.402) and life after retirement from farming (β = 0.183).
Originality/Value: The study provides an insight to factors associated with succession plan among aged crop farmers in order to ensure continuity in farm business.
Research Limitation: The study did not interview all the aged crop farmers in the study area due to limited resources.
Succession literature remains non-cumulative and disjointed, and studies are only just appearing that offer an overall view of the factors that make the succession process a success. Our study was ...based on a sample of 230 agribusiness entrepreneurs from the state of Paraná (Brazil). We used a time-lagged design to test the extent to which the successionplan, the family environment, the organizational environment and the economic environment are able to predict succession success. Our results showed that the variable that contributed most to the success of the succession process is one that the firm has the least control over: the economic environment. The findings suggest that in order to guarantee survivalfamily-run enterprises must plan for succession and foster the development of a family and organizational context that encourages new leaders to want to take over the management of the family business.
A literatura sobre sucessão continua desarticulada, e apenas nos últimos anos começam a surgir estudos que oferecem uma visão global dos fatores que contribuem para que o processo de sucessão seja exitoso. Com base em uma amostra de 230 empresários do agronegócio do Estado do Paraná, utilizamos um desenho de estudo de distanciamento temporal para comprovar até que ponto o plano de sucessão, o entorno familiar, o entorno organizacional e o entorno econômico podem prever o êxito da sucessão. Os resultados mostram que a variável que mais contribuiu para o êxito do processo de sucessão foi aquela sobre a qual a empresa tem menos controle: o entorno econômico. Os resultados sugerem que, para garantir sua sobrevivência, as empresas familiares devem planejar a sucessão e fomentar o desenvolvimento de contextos familiares e organizacionais que incentivem os novos líderes a querer assumir a gestão da empresa familiar.
La literatura sobre sucesión sigue desarticulada y apenas hay estudios que ofrezcan una visión global de los factores que ayudan a que el proceso de sucesión sea un éxito. Nuestro estudio se basó en una muestra de 230 emprendedores del agronegocio del estado de Paraná (Brasil). Usamos un diseño de tiempo retardado para comprobar hasta qué puntoel plan de sucesión, el entorno familiar, el entorno organizacional y el entorno económico pueden predecir el éxito de la sucesión. Los resultados mostraron que la variable que más contribuyó al éxito del proceso de sucesión fue aquella sobre la que la empresa tiene menos control: el entorno económico. Los hallazgos sugieren que, para garantizar su supervivencia, las empresas familiares deben planificar la sucesión y fomentar el desarrollo de contextos familiares y organizacionales que alienten a los nuevos líderes a desear asumir la gestión de la empresa familiar.
