We systematically review the recent impactful leadership succession literature in three types of organizations/contexts, namely publicly-traded, privately-owned (mostly family businesses), and political organizations. We compare and contrast these literatures, and argue that business and political leadership succession researchers and practitioners can learn from each other. The purpose of the review is fourfold. First, to take stock of the existing leadership succession research in these three related literatures – that examine the same essential phenomenon – but that have evolved separately. Previous reviews have focused mostly on CEO succession (not the broader phenomenon of leadership succession) mainly in publicly-traded firms; and to our knowledge no (recent) comprehensive literature reviews on the important topics of privately-owned and political organization leadership succession exist yet. Second, to develop an overarching integrative conceptual framework (ICF) that structures the overall leadership succession literature and shows the potential areas of integration and difference among the three literatures. Third, to develop three organizational frameworks – one for each organization type – that review what we know and what we should know about leadership succession in each type. Fourth, to critically compare the ICF, the three organizational frameworks, and the three literatures to better understand the similarities and differences among these literatures. By doing so and using a multidisciplinary approach we aim to contribute to the field in the following ways. Firstly, we seek to synthesize the field of leadership succession to identify important research questions that are ripe for study in the near future in the business and political science disciplines. Secondly, we strive to uncover what succession researchers and practitioners across these disciplines may learn from each other.