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Views from the top: foundation CEOs look at leadership succession

Views from the top: foundation CEOs look at leadership succession Investigates the issue of succession planning and implementation for chief executive officers (CEOs) at philanthropic organizations. Provides a description, definition and classification for philanthropic organizations: family, operating, community, and company‐sponsored. Selects four foundation CEOs representing some of the four types noted in the typology for research. Gives them the same case study to review, read, and respond to five questions targeted to the case study and to their foundation’s philosophy of succession planning. Discusses unique features and uncovers similar features and analyses reactions. Suggests that no foundation CEO interviewees had experience with succession planning or felt the choices in the study appropriate. Also identifies the need to study the process of grant awarding to uncover additional aspects related to understanding power, leadership, and influence in foundations’ policies for choosing leadership and transferring authority in a planned way. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Views from the top: foundation CEOs look at leadership succession

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437739710168472
Publisher site
See Article on Publisher Site

Abstract

Investigates the issue of succession planning and implementation for chief executive officers (CEOs) at philanthropic organizations. Provides a description, definition and classification for philanthropic organizations: family, operating, community, and company‐sponsored. Selects four foundation CEOs representing some of the four types noted in the typology for research. Gives them the same case study to review, read, and respond to five questions targeted to the case study and to their foundation’s philosophy of succession planning. Discusses unique features and uncovers similar features and analyses reactions. Suggests that no foundation CEO interviewees had experience with succession planning or felt the choices in the study appropriate. Also identifies the need to study the process of grant awarding to uncover additional aspects related to understanding power, leadership, and influence in foundations’ policies for choosing leadership and transferring authority in a planned way.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Apr 1, 1997

Keywords: Leadership; Philanthropy; Succession planning; Top management; USA

References

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