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

• Published in: Development and learning in organizations 2014-01, Vol.28 (1), p.16-19
• Main Authors: C. Santora, Joseph, C. Sarros, James, Esposito, Mark
• Format: Article
• Language: English
• Subjects: Adjustment; Appointments & personnel changes; Autocracy; Case studies; Chief executive officers; Constituents; Destroyers; Directors; Executives; Gender; HR & organizational behaviour; Leadership; Learning; Leaves; Legacy; Methodology; Nonprofit organizations; Organizations; Studies; Succession planning; Training & development
• ISSN: 1477-7282; 1758-6097
• DOI: 10.1108/DLO-09-2013-0072

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.