Purpose: Many higher education institutions have not invested in leadership succession planning despite suggestions for such action. In this article, the authors discuss the relevance of succession planning to the senior levels of leadership in higher education institutions, proposing that the role of succession planning and accompanying leadership development must be carefully considered based on the internal and external context of an institution. The authors present a modified model of succession planning for the higher education context. Design/methodology/approach: This article includes arguments for and against succession planning and leadership development in higher education using relevant literature and theory. Findings: The literature reviewed highlights the need for each educational institution to find its own optimized mix of external hiring and internal succession planning and leadership development to replace outgoing leaders based upon factors such as the institution's culture, needs, external environment, talent pool, and levels of leadership. Originality/value: This article makes a unique contribution by questioning succession planning's utility in higher education and guiding practitioners and researchers on the risks and benefits of such practices. The article also provides a model to guide selective implementation of succession planning.