Abstract:
Identification of potential individuals for leadership roles is a critical aspect of a succession management programme, as other aspects of the programme depend on an effective identification. This study evaluates how the University of Cape Coast (UCC) in Ghana identifies potential non-academic senior members for directorship roles. We collected qualitative data through in-depth interviewing of nine directors at the university. We analysed the data using constant comparison analysis by developing three themes, under each of which we presented similar categories of data. We found that the criteria for identification of potential directors include seniority; both internal and external sources; and familiarity with the culture, the legal framework, and the higher educational system. We conclude that UCC does not operate a structured, formal succession management but fills leadership vacancies through the traditional recruitment and selection method, an all-inclusive approach which we argue is not suitable for identifying and developing potential individuals for leadership positions. Keywords: Succession Management, University of Cape Coast, Identification of Potentials, Ghana, Constant Comparison Analysis
