Date

5-20-2026

Department

Graduate School of Business

Degree

Doctor of Philosophy in Organization and Management (PhD)

Chair

Clifton Howell

Keywords

business continuity, succession planning, leadership development, executive readiness, success assurance

Disciplines

Business | Human Resources Management

Abstract

The problem addressed in this study was that organizations lack a future-ready pipeline of leaders to ensure a smooth transition amid unprecedented technological change. The purpose of this flexible design single-case study was to understand how organizations establish a future-ready pipeline of leaders capable of navigating rapid technological advancements. Utilizing a post-positivist qualitative approach with methodological triangulation, data were collected through semi-structured interviews with 23 human resources professionals and the quantitative Leadership Practices Inventory–Self instrument administered to 25 senior and aspiring leaders. Thematic analysis revealed critical structural failures within traditional succession planning. Key findings demonstrated a severe transparency gap, where successors remain unaware of their developmental status, and pervasive homogeneity bias, which blocks diverse talent. Furthermore, quantitative data validated that current executives structurally struggle to communicate a shared, forward-looking vision. To resolve these vulnerabilities, organizations must shift to continuous, experiential learning and enforce strict accountability for technological adaptation. Ultimately, the study introduced the ACT Executive Blueprint, an evidence-based framework designed to assess readiness objectively, cultivate leaders experientially, and transparently activate succession pipelines to secure long-term business continuity.

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