{"id":{"repo_id":"royalroads","oai_identifier":"oai:null:10613/28778"},"canonical_url":"https://search.dev.ndltd.org/etd/royalroads/oai:null:10613/28778","repository":{"repo_id":"royalroads","name":"Royal Roads University","base_url":"https://www.viurrspace.ca/server/oai/request"},"display":{"title":"Influencing Employee Growth: How a Leadership Development Program Can Contribute to Nonschool-Based Employee Succession in a Catholic School Division","abstract":"This study investigated how a leadership development program could support succession planning for nonschool-based employees in the Edmonton Catholic School Division (ECSD). The research addressed the question: How might a leadership development program contribute to succession planning of nonschool-based ECSD staff? Conducted in the context of a need for succession planning due to impending retirements, I engaged seven nonschool-based leaders in a focus group and surveyed 28 employees across various roles. Employing action-oriented research with appreciative and humble inquiry methodologies, I combined qualitative and quantitative approaches to explore leadership development needs. Ethical standards, including informed consent and confidentiality, were rigorously upheld. Findings emphasized the need for a leadership framework, improved communication of career opportunities, and a structured program to foster leadership skills and enhance succession planning. Recommendations included developing such a program, fostering collaboration, and implementing systems for regular evaluation to ensure organizational continuity and growth.","abstract_html":"This study investigated how a leadership development program could support succession planning for nonschool-based employees in the Edmonton Catholic School Division (ECSD). The research addressed the question: How might a leadership development program contribute to succession planning of nonschool-based ECSD staff? Conducted in the context of a need for succession planning due to impending retirements, I engaged seven nonschool-based leaders in a focus group and surveyed 28 employees across various roles. Employing action-oriented research with appreciative and humble inquiry methodologies, I combined qualitative and quantitative approaches to explore leadership development needs. Ethical standards, including informed consent and confidentiality, were rigorously upheld. Findings emphasized the need for a leadership framework, improved communication of career opportunities, and a structured program to foster leadership skills and enhance succession planning. Recommendations included developing such a program, fostering collaboration, and implementing systems for regular evaluation to ensure organizational continuity and growth.","abstract_has_math":false,"creators":["Sokoloski, Erin"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Bainbridge, Lesley"],"committee_chairs":[],"committee_members":[],"year":2025,"date_issued":"2025","date_published":"2025","updated_at":"2026-07-27T20:47:23Z","subjects":["School of leadership studies"],"languages":["en_US"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://doi.org/10.25316/ir-20346"],"render_values":[{"text":"https://doi.org/10.25316/ir-20346","href":"https://doi.org/10.25316/ir-20346","code":true}]}]},"links":{"outbound_url":"https://hdl.handle.net/10613/28778","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Bainbridge, Lesley"]},{"key":"dc:creator","label":"Author","values":["Sokoloski, Erin"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2025-04-03T22:02:15Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2025-04-03T22:02:15Z"]},{"key":"dc:date.issued","label":"Date","values":["2025"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["School of leadership studies"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en_US"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://hdl.handle.net/10613/28778","https://doi.org/10.25316/ir-20346"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["2025"]},{"key":"dc:description.abstract","label":"Abstract","values":["This study investigated how a leadership development program could support succession planning for nonschool-based employees in the Edmonton Catholic School Division (ECSD). The research addressed the question: How might a leadership development program contribute to succession planning of nonschool-based ECSD staff? Conducted in the context of a need for succession planning due to impending retirements, I engaged seven nonschool-based leaders in a focus group and surveyed 28 employees across various roles. Employing action-oriented research with appreciative and humble inquiry methodologies, I combined qualitative and quantitative approaches to explore leadership development needs. Ethical standards, including informed consent and confidentiality, were rigorously upheld. Findings emphasized the need for a leadership framework, improved communication of career opportunities, and a structured program to foster leadership skills and enhance succession planning. Recommendations included developing such a program, fostering collaboration, and implementing systems for regular evaluation to ensure organizational continuity and growth."]},{"key":"dc:title","label":"Title","values":["Influencing Employee Growth: How a Leadership Development Program Can Contribute to Nonschool-Based Employee Succession in a Catholic School Division"]}]}],"canonical_facts":{"dc:contributor.advisor":["Bainbridge, Lesley"],"dc:creator":["Sokoloski, Erin"],"dc:date.accessioned":["2025-04-03T22:02:15Z"],"dc:date.available":["2025-04-03T22:02:15Z"],"dc:date.issued":["2025"],"dc:description":["2025"],"dc:description.abstract":["This study investigated how a leadership development program could support succession planning for nonschool-based employees in the Edmonton Catholic School Division (ECSD). The research addressed the question: How might a leadership development program contribute to succession planning of nonschool-based ECSD staff? Conducted in the context of a need for succession planning due to impending retirements, I engaged seven nonschool-based leaders in a focus group and surveyed 28 employees across various roles. Employing action-oriented research with appreciative and humble inquiry methodologies, I combined qualitative and quantitative approaches to explore leadership development needs. Ethical standards, including informed consent and confidentiality, were rigorously upheld. Findings emphasized the need for a leadership framework, improved communication of career opportunities, and a structured program to foster leadership skills and enhance succession planning. Recommendations included developing such a program, fostering collaboration, and implementing systems for regular evaluation to ensure organizational continuity and growth."],"dc:identifier.uri":["https://hdl.handle.net/10613/28778","https://doi.org/10.25316/ir-20346"],"dc:language.iso":["en_US"],"dc:subject":["School of leadership studies"],"dc:title":["Influencing Employee Growth: How a Leadership Development Program Can Contribute to Nonschool-Based Employee Succession in a Catholic School Division"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T20:47:23Z"}