This study uses the path-goal theory of leadership and the model of organizational performance and change as theoretical lenses to understand the impact of strategic job identification, competence training, and leadership development practices on higher education institution's organizational performance and high-performing employee's intention to quit. A stratified, systematic random sample was conducted to identify 83 eligible higher education leaders. Participants completed four surveys that yielded data to which a hierarchical regression analysis was performed to explore significant, predictive relationships. Findings from this study indicated that implementing succession planning practices (i.e., strategic job identification, competence training, leadership development practices) at the organizational level realizes a significant, positive impact on the performance of the organization and assists in retaining high performing employees, thereby ensuring the future sustainability of the organization. This study provides generalizable, empirical evidence that leaders who identify employees for development and promotion (i.e., strategic job identification) and provide a supportive environment for their employees through formal mentoring and coaching (i.e., leadership development) are more inclined to retain their high performing employees by reducing their intentions to quit. [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.]