This qualitative meta-synthesis sought to identify and uncover the challenges that Higher Education Institutions experience when implementing and maintaining a succession management program. Through a blended-theory approach, the theoretical framework combined Human Capital Theory (Schultz, 1961), Transformational Leadership Theory (Downton, 1973), and Organizational Knowledge Creation Theory (Nonaka, 1994) to understand the data analysis and results. The central research question guided the meta-synthesis, "How do existing succession planning strategies and knowledge retention practices support the administrative branch of Higher Education Institutions (HEIs)?" Additionally, four sub-questions were developed to bolster the analysis. The selection of studies used in our meta-synthesis is purposefully chosen and rigorously evaluated through an article reduction analysis and further refined by two subject matter experts as raters in the final selection stage. Eleven studies were synthesized with 100% rater reliability, and a thorough analysis was conducted using NVivo 12, revealing four (4) thematic categories, including eight (8) subthemes and twenty-six (26) open codes. The findings show the barriers to implementing a succession management program and the core competencies required to create a successful succession management program. [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://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]