Abstract
This study treats leadership succession as a matter of institutional design rather than of individuals, and analyses what happens to Arab institutions when leadership changes without a declared preparation track. It presents a model for building a second tier that links performance review to the succession plan and defines the board’s responsibilities at each stage. It measures the model’s effect on programme continuity in three institutions that applied versions of it.
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References
- Murshid, L. (2024). Institutional leadership and building the second tier. Al-Mashreq Academic Press.
- Nima, B. (2025). Programme continuity in non-profit institutions. Institute Policy Papers, 4, 12–40.
Cite this specimen
Al-Fahad, O. (2026). Leadership succession in Arab institutions: Toward a sustainable model. EISSL.
