Leadership succession in the nongovernmental sector in the Republic of Trinidad and Tobago

by Beckles, Beverly A. M., Ph.D., CAPELLA UNIVERSITY, 2012, 170 pages; 3527680


This phenomenological exploratory multiple case study examined the current approach to executive leadership succession in the nongovernmental sector in the Republic of Trinidad and Tobago. The study also investigated why the current approach to executive leadership succession persists, and explored the effects of the current approach on organizational continuity and sustainability. The study used a qualitative methodology that employed three instruments in the collection of data: semistructured interviews with open-ended questions, focus group sessions, and the collection and review of documents to answer the three research questions. Transcripts of the interviews and focus group sessions were analyzed using phenomenological reduction, resulting in the identification of two main themes that were directly related to the research questions: (a) the role of finance as a major stumbling block to efficient and effective leadership succession, and (b) the significance of human resources. Two minor themes were also identified: (a) the role of communication and (b) the importance of leadership style. The study concludes with a discussion of the findings, implications, limitation of the study, and recommendations for further research.

AdviserScott Yorkovich
Source TypeDissertation
SubjectsCaribbean studies; Management
Publication Number3527680

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