Editing Leadership development (section)

== Succession planning ==

The development of "high potentials" to take over leadership when the time comes the current leadership to leave their positions is known as [[succession planning]]. This type of leadership development usually requires the extensive transfer of an individual between departments. In many [[multinational corporation|multinational]]s, it usually requires international transfer and experience to build a future leader.

Succession planning requires a sharp focus on the organization's future and [[vision statement|vision]], in order to align leadership development with the future that the organization aspires to create. Thus successive leadership development is based not only on knowledge and history but also on a dream. For such a plan to be successful, a screening of future leadership should be based not only on "what we know and have" but also on "what we aspire to become".

Persons involved in succession planning should include current leadership members who can articulate the future vision. Three critical dimensions should be considered:<!--<ref>According to Meir Jacob and Amit Cohen (1995) cannot found : https://scholar.google.de/scholar?q=Meir+Jacob+Amit+Cohen+%281995%29&btnG=&hl=de&as_sdt=0%2C5???http://www.bhc.global/leadership-consulting/</ref> -->

# Skills and knowledge; 
# Role perception and degree of acceptance of leading role; and, 
# [[Self-efficacy]].<ref>{{cite journal|author-link=Albert Bandura|author=Albert Bandura|year=1977|title=Self-efficacy: Toward a unifying theory of behavioral change|journal=Psychological Review|volume=84|issue=2|pages=191–215|doi=10.1037/0033-295x.84.2.191|pmid=847061}}</ref>