Best Practices of Leadership Development Method in Kelantan State Secretary (SUK) Office’s Succession Plan

The context of this study only focuses in Kelantan State Secretary
(SUK) offices. The theme of the study is about the human resources
management practices on leadership or talent development method in order
to produce the potential successor in organizations. What is the best
leadership development practice of method in Kelantan State Secretary
(SUK)? Or is there any other method(s) that can be combined with the
existing methods? What is the strategic approach or action can be implement
to ensure the sustainability of competent leader for succession plan in its
organisational leadership? What is the best assessment method to be used in
performances evaluation process of leader? This is a qualitative study. The
researcher and used an interview approach to gain opinion and feedback as
the primary data for this study. A total of ten (10) respondents were selected
from top, middle, and low management, with different designation, post, age,
and service period and two (2) of respondents was from an academician or
subject matter expert. The researchers choose to conduct semi-structured
interviews, in order for to researcher to ask more questions if any, other than
the pre-prepared questions. A set of question used as a guideline to ensure
the answer given according to the research question and meet the objectives
of the study. There are six (7) best practices in leadership development
discussed in this study namely coaching, mentoring, networking, job
assignment, action learning, subject matter expert and assessment of 360-
degree feedback. The findings from this study are interesting. It was found
that the Kelantan State Secretary (SUK) office actually practice all the
methods but not systematically and structurally. The researcher also indicates
that 360-degree feedback methods do not yet implement in the Kelantan State
Secretary (SUK) office. The researchers are more likely to get feedback on
the application of 360-degree feedback methods. Findings show that young
officers are more open to this method. Since this study has constraints in
terms of time, data, and information acquired was limited. It affects the
findings indirectly and makes this report may not be so comprehensive.
However, researchers believe that this study will be seen as a starting point
for a more comprehensive follow-up study on the same topic in the future.