1.1 Background of the Study
Most organizations found that they must rely on their employees as the only way to become stable in this competitive age. Organizations need to develop their employees’ knowledge, skills, talents and capabilities. Many organizations use succession planning to develop and maintain powerful leadership and other key employees to make sure that they address all the skills and competencies required for the economic environment.
One of the human resource tools which can help the current and future needs of organizations, is succession planning. Succession planning is a helpful approach to find the appropriate people who are needed for leadership positions or other key positions in the organizations. Haraf states that, the need for effective succession plans is increasing in the organizations, but many companies and organizations do not pay enough attention to such plans and many of them are facing many challenges and barriers in the process of these programs.
Historically, organizations only paid attention to replace the employees exactly before they were to leave the organization and the decision about the people who would replace them usually was made by the chief executives or board of directors. The focus was on replacing the employees, not to develop them and in many cases it did cost a lot for the organizations.
In fact, in today’s dynamic world where competition is high, work is fluid, environment is unpredictable, organizations are flatter, and the organizational configuration frequently changes, the old view of succession planning by defining specific people for the specific job does not work. Nowadays, organizations found the alternative way. They discovered that in order to be certain of having proper talents for the future needs, they must train leaders and key employees.
Succession planning is used as an essential and strategic tool for the organizations to attract, develop, and retain talent in the workforce. As a comprehensive definition, succession planning can be defined as an attempt to have a plan for the right number and quality of key position employees, including managers to cover retirements, promotions, serious illnesses, death or any new job, which may be created in the future of the organization’s plans.
1.2 Statement of the Problem
A church seeking to influence its membership for good insists on appropriate development of leadership skills in its young people. As such, young people have many latent abilities and skills in need to appropriate development in order for them to have a sense of fulfillment within the church. George Barna describes how many laypeople with abilities, gifts, and experiences that the church needs leave the church because they no longer can tolerate being part of a movement they perceive as lacking strong, visionary leadership. The departure of young, disillusioned, and discouraged professionals from churches in Nigeria evidences this fact.
Not enough work is being done to raise the next generation of ministers. Leadership experts agree that today the relational connection between the knowledge and experience giver and the receiver has weakened or is nonexistent. A leader concerned with developing others should be able to pass on skills, knowledge, and models to persons who can use them effectively.
Many current Foursquare pastors have not experienced proper mentoring relationships; as a result, leadership formation has not been very effective. Pastors have been trained for ministry according to the perspective of older leadership while neglecting the perspective of younger leaders. As a result, the younger generation feels disenchanted and excluded from what happens in the church. In order for this generation of leaders to help actualize one of God’s covenant promises for the Foursquare Gospel that the lord Jesus Christ shall meet the church at his return, then the church must develop and implement a system to prepare young ministers for leadership succession. If the young leaders that form the next generation of ministers do not experience effective mentoring, then their development will be marginal. This lack of development eventually will affect leadership succession and possibly lead to the decline of the Foursquare Gospel Church and perhaps even Christianity in Nigeria.. In Foursquare Gospel Church, Alaka District. The researcher therefore envisioned great leadership succession plan which will bridge to generation gap and pass the baton to the next generation.
The following are the questions prompted by the research:
This research work is aimed at achieving the following objectives:
1.4 Significance of Study
This research study will he significant in many ways, at the end of’ the study, the following will be established.
1.5 Delimitation of the Study
This study is strictly restricted to Foursquare Gospel Church, Alaka District, although the result can be applicable to the church in general.
1.6 Research Procedure
This section of the research work deals with the method and procedure used in carrying out the research work. It described the method of data collection, analyses, the population of the study, samples and sampling method. The researcher conducted a survey of related literature such as textbooks, commentaries, dictionaries, concordance, Journals, Newspapers etc. The survey was done in the following libraries: LIFE Theological Seminary Library, Ikorodu, the researcher’s personal library and Foursquare Gospel Church, Alaka District’s Library. The researcher also made great use of the internet facilities in which the appropriate reference were made when applicable. Information was collected from personal observations and verbal discussions of the researcher with some church members of the case study.
The Population used for this research work includes: Men and women in leadership which includes pastors, church council, head of ministries, deacon and deaconess and church members. The main instrument used in carrying out this research work is questionnaire. Purposeful sampling techniques were used to sample pastors, deacon and deaconess and church members. The use of this technique became necessary because of the large number of probable respondents.
1.7 Limitation of the Study
The major impediments that confronted the research work are difficulty encountered in retrieving the questionnaires. Some ministers and members were also hoarding information from the research. In spite of these limitations, the research still achieves its purpose by consulting other sources for adequate information and collection of data.
1.8 Definition of Terms
Leadership is the discipline or a process of deliberately exerting special influence within a group to move of towards goals of beneficial performance that fulfil the group real weeds.” According to Oswald Chambers, “Leadership is simply defined as influence” Leadership as a process whereby the leaders knows the way, shows the way, and the way that a group must go and influencing others to do same in order to achieve the groups goals. George Barna in his book ‘Effective leadership’ defines a Christian leader as someone who is call by God to lead and he leads with and through Christ like character and demonstrates the functional competences that permit effective leadership to take place.
Vancil defined relay succession to be the smooth, unimpeded transfer of power from the incumbent to the heir apparent. This is linked with strong organisational performance and strategic continuity.
Mentoring is described as “a relationship in which a more experienced manager helps a less experienced protégé. Mentoring is often conceived as a strategy to recruit and retain talent in many work and educational environments.
Sponsorship is “a relational process in which a mentor having credibility and positional or spiritual authority within an organization or network relates to the mentoree not having those resources so as to enable development of the mentoree and the mentoree’s influence in the organization.”
Trans generational leadership therefore is the concept of looking at how leaders influence, train and prepare subsequent questions to take over from them and do as they have done or ever better.
This is a management theory which states that organizational outcomes are partially predicted by managerial background characteristics of the top level management team.