AN INVESTIGATION OF GOVERNMENT AND PUBLIC UNIVERSITY INTERACTIONS IN LEADERSHIP SUCCESSION PLANNING

Abstract

Leadership succession planning is crucial for preparing individuals for greater responsibilities in an institution. This study investigated the complex relationship between the Malaysian government and its public universities in leadership succession planning. Applying the Open System Model framework, the paper conducted a systematic literature review from 2012 to 2022 to understand how governmental policies have structured leadership succession planning in Malaysian public universities. The analysis found three themes: the centralisation of top leadership appointments via the Universities and University Colleges Act 1971, the Public Service Department’s influence on employment and promotion frameworks, and the role of the Higher Education Leadership Academy in cultivating leaders, which aligned with the Open System Model framework. The findings showed a hybrid system that balanced centralised monitoring with institutional autonomy. While the government maintains power over the appointments of vice-chancellors, universities preserve the decision-making power in recruitment, promotion criteria, and the selection of candidates for leadership development. Therefore, this study concludes that successful leadership succession planning in Malaysian public universities needs balanced cooperation between governmental supervision and institutional autonomy. Finally, the study recommends that the Malaysian Government adopt a more transparent system for appointing vice-chancellors within public universities.