Nonprofit founders and succession: how to ensure an effective leadership handover

Nonprofit founders and succession: how to ensure an effective leadership handover Purpose – The aim of this article was to describe successor types of four nonprofit founders. Design/methodology/approach – This article uses the previous case study research and participant/nonparticipant observation to illustrate the different nonprofit founder types to prepare for successors. Findings – Four founder types included destroyer, conscientious, maverick, and controller. Each founder type had several unique characteristics. A common feature across all four types was autocratic control. Research limitations/implications – Limitations include the generalizability of the findings based on the sample. Recommendations include re‐examination of the ways founders approach succession issues. Practical implications – Founders involved in succession issues can benefit by better understanding the succession process as well as the legacy they leave as a result of their approach to succession based on type. Originality/value – This article offers new insights into the approaches nonprofit founders take about selecting a successor. Founders considering a successor can determine their type and adjust accordingly to select the best possible replacement for the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Nonprofit founders and succession: how to ensure an effective leadership handover

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/DLO-09-2013-0072
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of this article was to describe successor types of four nonprofit founders. Design/methodology/approach – This article uses the previous case study research and participant/nonparticipant observation to illustrate the different nonprofit founder types to prepare for successors. Findings – Four founder types included destroyer, conscientious, maverick, and controller. Each founder type had several unique characteristics. A common feature across all four types was autocratic control. Research limitations/implications – Limitations include the generalizability of the findings based on the sample. Recommendations include re‐examination of the ways founders approach succession issues. Practical implications – Founders involved in succession issues can benefit by better understanding the succession process as well as the legacy they leave as a result of their approach to succession based on type. Originality/value – This article offers new insights into the approaches nonprofit founders take about selecting a successor. Founders considering a successor can determine their type and adjust accordingly to select the best possible replacement for the organization.

Journal

Development and Learning in OrganizationsEmerald Publishing

Published: Dec 20, 2013

Keywords: Leadership development; Strategic learning; Organizational learning

References

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