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The challenge of success: allowing leaders to lead

Jerry D. VanVactor (US Army Medical Service Corps, Fort Wainwright, Alaska, USA)

International Journal of Leadership in Public Services

ISSN: 1747-9886

Article publication date: 17 August 2011

Abstract

Purpose

The purpose of this paper is to present a collaborative communications model and relate information to succession planning for organizations facing imminent change.

Design/methodology/approach

Using a review of existent literature, this work examines and expounds upon the impact of planning effectively for transitions between entities.

Findings

The paper presents a collaborative communications model for a manager that is based on four tenets – condition setting, planning, execution, and process evaluation. Within each of these tenets are elements of communication, mentorship, leader development, and acceptance (trust) among stakeholders to ensure two entities transition appropriately.

Practical implications

Key tenets of leadership are often missed when developing strategies for organizational transition. This work examines how communicating collaboratively is linked to succession management and can aid managers in understanding some implications of ill‐developed planning efforts.

Social implications

In an applied sense, this model provides health care managers with concepts related to effective change at both the individual and organizational levels. While this work is directed toward managing transition among health care organizations and personnel, the information is equally applicable to a broader audience.

Originality/value

While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward health care leadership. This paper provides concepts related to effective risk mitigation in succession management.

Keywords

Citation

VanVactor, J.D. (2011), "The challenge of success: allowing leaders to lead", International Journal of Leadership in Public Services, Vol. 7 No. 3, pp. 192-205. https://doi.org/10.1108/17479881111187024

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited