This study analyzes succession planning in private education by comparing western and eastern leadership philosophies, exploring how cultural values shape leadership and institutional goals.
This study analyzes the leadership succession models within the context of the private education sector through a systematic literature review. These findings are complemented by including two case studies, Harvard University (western model) and Keio University (eastern model), to give practical validity. These case studies demonstrate how succession planning is implemented in institutional contexts, drawing a line between theoretical understanding and implementation.
The study shows that western institutions focus on innovation and transitions anchored in merit, while eastern institutions care about respecting relational harmony and continuity in ethical terms. Each of the approaches has its merits and limitations. A hybrid model that blends western and eastern strengths may be useful in the increasingly globalized educational environment.
The findings provide actionable insights for educational leaders and policymakers, emphasizing the need for adaptable yet culturally sensitive succession policies. Recommendations include implementing mentorship programs, balancing internal and external hiring and establishing policies accommodating performance-driven and ethically-rooted leadership.
The paper tries to offer unique perspectives by integrating eastern and western philosophical insights that may align with global competitiveness and cultural traditions.
