Succession planning and leadership development are essential for sustaining organizational success, particularly in regions undergoing rapid growth, such as the United Arab Emirates (UAE). This qualitative study investigates the current state of succession planning within UAE government entities, focusing on the processes, challenges, and perceptions of leadership. The study explores how organizational practices, HR planning, and executive involvement shape the identification and development of high-potential employees (HiPos) for critical roles. Semi-structured interviews were conducted with senior leaders and stakeholders involved in succession planning, revealing key themes related to organizational practices, the role of HR, executive commitment, and structured developmental interventions.The findings highlight that while succession planning is recognized as crucial, its implementation varies significantly across organizations, with gaps in formalized processes and strategic HR involvement. Participants emphasized that successful succession planning relies on proactive leadership commitment and tailored development programs that integrate coaching, mentorship, job rotations, and exposure to complex tasks. Challenges include inconsistent execution, limited cross-departmental collaboration, and a lack of early identification of potential leaders. Recommendations include fostering a collaborative approach between HR and top leadership to design robust, practical succession plans and investing in long-term development programs to build a pipeline of capable leaders ready for key transitions. The study contributes to the understanding of succession planning in the UAE by providing insights into current practices and strategic recommendations for improvement, aiming to support sustainable leadership development aligned with the UAE’s Centennial 2071 vision. Future research could explore comparative analysis with succession planning models in other regions to identify best practices adaptable to the UAE context.