A Model of Organisational Leadership Development Informing Succession Development: Elements and Practices

• Published in: Academic Leadership Journal 2010-01, Vol.8 (4), p.276-288
• Main Authors: Drew, Glenys, Ehrich, Lisa, null, null
• Format: Article
• Language: English
• ISSN: 1533-7812; 1533-7812
• DOI: 10.58809/XBVE1596

The Lantern model has been developed in response to a perceived need to offer an integrated,systematic approach to organisational and succession leadership development. The model offers anorganising framework for considering succession leadership development in a strategic, integratedway. The concept is based on organisational development and leadership literature which seesleadership development not as a series of ‘tacked on’ activities but as an organic ‘whole oforganisation’ approach fostering the relevant knowledge, skills and understandings which support and‘grow’ leaders as the organisation goes about its business.This paper explores how such an ideal might happen, and it suggests that pursuing such an ideal istimely. The leadership baton is set to shift at an accelerated rate in universities, as for organisationsbroadly, owing to age-related attrition. Moreover, given the increased complexity and demands of theleadership remit in the education leadership environment, it would seem particularly opportune toexplore a framework concentrating on engendering a positive, connected organisational climatecapable of growing strategic leadership strength from within. Eight core elements of the model, derivedfrom the literature and practice research, are explored. The Lantern model purports to ‘cover the bases’of succession leadership development, with particular reference to the education environment. Themodel is next described.