ABSTRACT
This chapter explores the succession transition. It examines the circumstances that arise and some of the lessons of experience from successful transitions, which people refer to as the art and science of baton passing. Until around ten years ago, this was probably the most common reason for a transition of power. A well-planned and agreed exit path followed soon after the leader reached their retirement age. Things have changed since then. A less satisfactory end-of-contract scenario is when the board decides not to offer the present incumbent a further fixed-term extension or open-ended contract. A range of reasons may be behind this: the context has changed, and a new style of leader or skill set is now needed; one or more perceived or real ‘personality’ clashes have arisen; or lack of performance of the university has led the board to lose confidence in the leader.
