Introduction

In any business, leadership is a crucial function. In reality, without a leader, no organization

can exist. Any organization's aim is determined by the individuals who are hired to pursue the
organization's goals. Sound leadership that can influence personnel in such a manner that
they all aspire to achieve the organization's ultimate goal is critical to effective
administration. Importantly, employees should be encouraged to work eagerly and
confidently. Given the importance of leadership in organisations, it is necessary to examine
the many perspectives on leadership and leaders offered by various experts. Every business
faces the potentially disruptive event/process of leadership transition (Giambatista, Rowe, &
Riaz, 2005; Kesner & Sebora, 1994). Since top executives' average tenure is shortening
(Gardner Jr, 2009; Saporito & Winum, 2012), companies have been dealing with leadership
successions more frequently (Charan, 2005). While planned successions might result in easier
transitions and have a low or even positive influence on post-succession performance,
uncontrolled successions can cause significant disruption to their businesses (Shen &
Cannella, 2003; Vancil, 1987).

Review of Literature

1. Every industry has a tendency to contend that its culture and leadership difficulties are
unique, and that leadership development concepts and practices do not easily span
industry boundaries. This perspective of view is well-known in higher education (HE).
The objective of this study was to untangle that contradiction and recommend some
significant lessons and practices that can survive the transfer across these borders, based
on the author's personal experience working in various portions of the private, public, and
third sectors. The author has identified three broad leadership themes that appear to be
particularly pertinent to the difficulties facing UK higher education today.
 Agility is defined as the capacity to adapt to new business models, organizational
connections, and technology opportunities while being true to HE's primary
mission.
 Distinctiveness — achieving a shared knowledge of diversity via institutional
conversation, whether as a single institution or as part of a unique cluster of
institutions.
 Alignment – Finding the best intersection between top-down institutional aims
and conventional bottom-up collegial culture is known as alignment.
This report gives a chance to reflect on the Leadership Foundation's development
programme and compare them to the larger terms of general service leadership
development. (Wooldridge, 2011)

2. The concept of leadership has been defined by different scholars in various ways. In fact,
there are many definitions of leadership as there are writers. The literary meaning of
leadership in universal dictionary and thesaurus says that it is the act of leading, the
ability to be a leader, the leaders of an organization or movement collectively. However,
the meaning of leadership was further explained by scholars since the dictionary meaning
does not explain fully. Aibieyi (2009), defines the subject matter as the innovation and
initiative, leadership is creative adaptive and agile. Herold Koontz (1988) defines
Leadership as the art of influencing people so that they strive willingly and
enthusiastically towards the accomplishment of group goals. Heresay and Blanchard
(1977) view leadership as a process of influencing the activities of an individual or a
group in efforts towards achievement in a given situation.
 In the study of leadership, there are three main methods or theories. The psychological
approach, the situational approach, and the behavioural approach are the three
approaches. The traitorous approach held that leaders are born, not manufactured, and
that specific attributes unique to leaders serve as differentiating features between them
and others. This approach according to Edem (1987) is that because an individual has
certain behaviour partially which forms the product of his personality which makes it
easier to distinguish him from others.

Knowledge, mental flexibility, willpower, integrity, and physical and emotional stamina,
according to the method. The method assumes that these leadership characteristics are
present in all leaders and groups that have leadership. Furthermore, trait theories ignored
the impact of contextual influences. It has been feasible to identify universal and unique
leadership characteristics. Because leaders do not operate in a vacuum, their social,
cultural, and physical environments play an important influence in their development and
survival. (Aibieyi, 2014)

3. Globalization has turned the globe into a little global village, with an ever-increasing
stream of disagreements and rivalry among organisations. In this situation, the most
successful and useful strategy for any company is to develop new methods of doing
business. The importance of leadership in organizational transformation and innovation is
the subject of this thesis. If the leader is capable and competent as a person in charge or as
a change agent, he or she can manage an organization or the process of organizational
transformation more effectively and successfully. Organizations have been forced to
constantly analyze and rethink how they function, as well as comprehend, accept, and
execute changes in their business model in response to shifting trends, due to rapid
technical breakthroughs, high client expectations, and ever-changing market scenarios.
Organizational change is a requirement of the day, and it is required for businesses to
exist. Organizations today recognize the relevance of the issue and are working hard to
prepare for not only current but also future trends in order to achieve long-term success.
However, with all of its ramifications and importance, the process of organizational
transformation is also a complicated and difficult one. Because leadership plays such an
important role in the evolution and development of an organization, the process of
organizational change necessitates the presence of highly effective and competent
leadership capable of recognizing the most desirable shape of an organization and
addressing the issue of organizational change in the most appropriate manner. The results
of the literature review and real-life case studies of organisations studied for this thesis
show that a leadership with the competencies of "Vision" and "Innovative Approach," as
well as other characteristics, can be more effective in successfully completing the
complex phenomena of organizational change. (Abbas and Asghar, 2010)

4. Workers' job participation and job satisfaction in tertiary institutions in Ekiti State,
Nigeria, were explored as factors of leadership style and organizational environment. The
study enlisted the participation of 300 personnel from three Ekiti State educational
institutions. They were made up of 150 men and 150 women. The data and replies from
the research participants were collected using four research tools. Supervisory Behavior
Description Questionnaire (SBDQ) and Job Involvement Scale are the study tools (JI).
The Minnesota Satisfaction Questionnaire (MSQ) and the Index of Organizational
Reaction (IOR) are two surveys that measure how satisfied people are with (IQR).
 Leadership styles and organizational atmosphere have a considerable impact on work
satisfaction, according to the findings.

Job participation was also shown to be influenced by leadership styles and organizational
atmosphere. In a similar line, researchers discovered a link between work satisfaction and
organizational climate, job satisfaction and job participation, and organizational climate
and job involvement. There was no correlation between job happiness and leadership
styles, nor between job participation and leadership styles. There was no correlation
between job participation and leadership styles, and there was no correlation between job
satisfaction and leadership styles. (O. Omolayo and K. Ajila, 2012)

5. Various variables can impact a company's leadership succession, which can lead to a
variety of results. Given the importance of leadership succession's effects, CEO
succession researchers have reviewed the literature almost every decade to better
understand the phenomenon and the factors that lead to positive and/or negative CEO
succession outcomes in order to advance CEO succession research and practice. The three
reviews on CEO succession done by Kesner and Sebora (1994), Giambatista et al. (2005),
and Berns and Klarner (2017) focused on the causes and implications of CEO succession,
as well as the occurrence and process of CEO succession, mostly in publicly listed
companies, without discriminating between successions in other types of organisations.
(Farah, Elias, De Clercy and Rowe, 2020)

Reference

 Magaloni, B. 2008. Credible power-sharing and the longevity of authoritarian rule.

Comparative Political Studies, 41(4/5): 715–741.
 PwC (2016). Governance insights: A focus on CEO succession. New York:
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1. Wooldridge, E. (2011), "Leadership in higher education: some lessons from other

sectors", International Journal of Leadership in Public Services, Vol. 7 No. 3, pp. 245-
250. [Link]

2. Citation not found

 Koontz H. (1988): Management, Mc Graw-Hill Book Company N.Y Ed.
 Edem A.D (1987): Introduction to Educational Administration in Nigeria Ibadan;
Nigeria Spectrum Books, p 57.

3. Citation not found

4. O. Omolayo, B. and K. Ajila, C., 2012. Leadership Styles and Organizational Climate as
Determinants of Job Involvement and Job Satisfaction of Workers in Tertiary
Institutions. Business and Management Research, 1(3).
5. Farah, B., Elias, R., De Clercy, C. and Rowe, G., 2020. Leadership succession in different
types of organizations: What business and political successions may learn from each
other. The Leadership Quarterly, [online] 31(1), p.101289. Available at:
<[Link]

 PwC (2016). Governance insights: A focus on CEO succession. New York:

PricewaterhouseCoopers[Link]
publications/assets/[Link]
 Magaloni, B. 2008. Credible power-sharing and the longevity of authoritarian
rule. Comparative Political Studies, 41(4/5): 715–741.
 Bennister, M., 't Hart, P., & Worthy, B. 2015. Assessing the authority of political
officeholders: The leadership capital index. West European Politics, 38(3): 417–
440.