Abstract
As Canadian post-secondary institutions face a leadership crisis, business schools are under increasing pressure to cultivate a sustainable, equitable, and inclusive leadership pipeline. With 27% of faculty over the age of 55 expected to retire in the next decade, leadership succession has become a critical issue. This challenge is compounded by faculty reluctance to pursue leadership roles due to concerns about the impact on research productivity, personal autonomy, and post-pandemic exhaustion. This study engages with the living tensions surrounding leadership development and institutional sustainability in a dynamic post-secondary landscape. Specifically, it addresses the tension between organizational needs and individual autonomy, and how equitable leadership pipelines can help sustain the cultural and social fabric of academic institutions. Drawing on sustainable leadership and leadership development theories, this qualitative study explores the experiences of tenured faculty members in leadership roles across U15 Canadian universities, with a particular focus on equity-deserving groups. We present the preliminary study’s findings, which highlight the need for intentional leadership development practices to create a resilient and adaptive pipeline. We consider how economic, social, and cultural pressures shape leadership succession and how universities can reconcile the tension between maintaining productivity and fostering sustainable leadership. The study aims to foster interdisciplinary collaboration and provide actionable strategies for creating equitable leadership access in universities.
Presenters
Leda StawnychkoAssistant Professor, Strategy and Organizational Theory, Bissett School of Business, Mount Royal University, Alberta, Canada
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
Economic, Social, and Cultural Context
KEYWORDS
Leadership Succession, Leadership Development, Sustainable Leadership, Academic Leadership
