Leadership talent development in higher educational institutions: Evidence from the University of Cape Coast, Ghana

Nana Yaw Oppong and Nancy Oduro-Asabere

International Journal of Educational Development, 2025, vol. 113, issue C

Abstract: The paper investigates how senior members (non-teaching) are developed to fill non-academic leadership positions in higher educational institutions (HEIs) to ensure leadership continuity. The study was qualitative, using the University of Cape Coast (UCC) in Ghana as a case. Through face-to-face interviewing, data was collected from a sample of ten out of the 30 directors and deputy directors. The qualitative data was presented and discussed using inter-themes analytical tool while relating the UCC situation to the global perspective. It was found that employees initiate their development; management provides the necessary support to employees who initiate their development; and the University adopts an all-inclusive approach to employee development, therefore, adopting the traditional selection and promotion techniques, which depart from the standard global approach to leadership succession. The paper provides policy implications for the management of UCC. We recommend that UCC should design and implement structured leadership succession plans to ensure leadership continuity and to place the right talents in leadership roles for optimum institutional benefits.

Keywords: Leadership development; Higher educational institution; Succession management; Leadership talent; University of Cape Coast (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:eee:injoed:v:113:y:2025:i:c:s0738059324002232

DOI: 10.1016/j.ijedudev.2024.103196

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