Succession Planning and Board Continuity in Nigerian Family-Controlled Banks in the South East Zone

This study examines succession planning practices and their relationship with board continuity in family-controlled banks operating in the South East geopolitical zone of Nigeria. Succession planning is a critical but often neglected governance function in family-influenced financial institutions, where emotional ties and informal structures can complicate the transition of leadership roles. Weak succession governance has been linked to board instability, talent loss, and operational disruption following the departure of key executives. Drawing on organisational lifecycle theory and the principles embedded in the CBN's corporate governance guidelines for banks, this study investigates the maturity of succession planning frameworks in selected banks and their effect on board composition continuity. A qualitative and quantitative mixed-method design is adopted, combining structured interviews with twelve board members and secondary data from annual reports over a five-year period. Board continuity is measured using director turnover rates and leadership transition timelines. The study anticipates that banks with formalised succession plans experience lower board disruption during leadership transitions. Findings will offer practical guidance to bank boards, the Central Bank of Nigeria, and family governance advisors in institutionalising succession planning as a core governance priority. Keywords: succession planning, board continuity, family-controlled banks, corporate governance, South East Nigeria.