The ubiquitous digital transformations such as generative artificial intelligence (AI) tools, large language models (LLMs), and robotics shaping the new era of work create unprecedented challenges for leaders in today’s organizations. As businesses undergo significant strategic changes to compete in the digital economy, HR leaders and executive teams must adapt succession planning practices to identify leaders who are capable of succeeding in pivotal leadership positions. Unfortunately, the published research literature currently lacks a leadership potential assessment designed and validated for succession planning applications in organizations undergoing digital transformations. This quasi-longitudinal, multi-study examination of 308 mid-level leaders and 213 of their immediate supervisors across four organizations shaped by digital transformation provides strong empirical support for a new leadership potential assessment. The results offer strong support for the instrument’s convergent, concurrent, and predictive validity across a series of job performance, promotion, and attitudinal outcomes. The primary contribution of our research is the first known quasi-longitudinal study of a leadership potential assessment designed and validated for succession planning applications. We conclude with a discussion of the implications for theory and future research, and a range of practical applications for HR professionals, executive teams, and board members.
