The need within the global value chain for more highly trained and skilled workers, along with the exit of 'baby boomers' from the workplace and the impact of the 'great resignation,' has compounded the pool of candidates for future leadership roles. Recognizing the profound expectation that a good leader identifies and develops their successor, the focus of this research paper was to determine the extent to which human resource practitioners perceive the relationship between leadership behaviors and effective succession planning in organizations. The phenomenological approach examined the attitude and practices (tapping and styles) of leaders in higher education and financial and regulatory institutions towards the identification and development of internal candidates to fill executive and mission-critical jobs that become vacant within their organization. The study employed qualitative data collection through structured interviews and a review of secondary data to secure the perspectives of the key stakeholders in the selected sectors. The study population comprised ten industries and 15 organizations from three countries. Six organizations and five industries in the three countries were studied. The findings revealed a relationship between leadership styles and succession planning programs, and that tapping provides an opportunity to address diversity, equity and inclusiveness issues in future organizational leadership. Future research is required to examine cultural factors impacting the effectiveness of succession programs, board of directors' commitment to succession management, personality types influencing leadership styles. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]