Although womenâ€˜s status has improved remarkably in many societies, women continue tornlack access to power and leadership compared with men. Hence, this study is initiated due tornthe prevailing mass dissatisfaction that remains despite significant commitments amongrnsocieties. Its objective lies on assessing the role as well as contribution of NGO leaders andrntheir practices in bringing emerging women leaders through succession planning. Relevantrnliteratures have been reviewed to develop empirical and theoretical background. On thernother hand six NGOs with respect to their leadership practice, competencies, empowermentrnmechanisms, gender compositions and succession plan strategies were assessed.rnMethodologies such as online Emotional Intelligence View of 360 Degree assessmentrn(EIV), semi structured questionnaires and key informal interviews were conducted. The EIrnanalysis was conducted by Envisa learning and the questionnaires were analyzed usingrnSPSS version 16. The major findings revealed that there is less contribution and effortsrnexerted by NGOs in bringing emerging women leaders unless the women themselves strivernto reach the ladder. Moreover, none of the organizations under study had written successionrnplanning policies. Therefore, the researcher recommends the NGO sectors need to reviewrntheir practices and empowerment mechanisms in order to bring emerging women leadersrninto positions.rnMoreover, formal planning of succession plan is vital to ensure therncontinuity of the right workforce. Hence, this is the time for NGOs to wake up and commitrnthemselves to investigate why they failed to find the required competent women in a keyrnleadership positions as well as identify solutions for further intervention