The effect of leadership development on perceived organizational performance: Investigating the mediating role of succession planning رسالة ماجستير

Abstract

The current study aims to determine the effect of succession planning on the relationship between leadership development competencies and perceived organizational performance (POP) in Palestinian organizations. The data was gathered by distributing questionnaires to employees, supervisors and managers who work in the banking, insurance and telecommunications sectors. The research included 273 participants who were purposefully selected. The research used multiple regression analysis and bootstrapping techniques which demonstrate that certain leadership competencies like corporate visioning, designing and aligning, rewarding and feedback, and leadership tenacity, directly affect perceived organizational performance. The competencies visioning, designing and aligning, team building, external orientation, global mindset, emotional intelligence, and resilience to stress were found to enhance succession planning. The analysis confirmed that succession planning fully mediates the relationship between several of these competencies, namely visioning, team building, external orientation, emotional intelligence, and resilience, and perceived organizational performance (POP). No mediation was found for rewarding and feedback or tenacity, while partial mediation was observed for designing and aligning, as well as global mindset. The research shows succession planning as a strategic tool to convert leadership development initiatives into better organizational results. The study suggests more research on other mediators and stresses the need for succession planning for Palestinian organizations to incorporate into their leadership development and performance strategies.