Pass the torch : leadership development and succession planning in nonprofit organizations
Gespeichert in:
| Autor*in: |
Johnson, Brian Lee [verfasserIn] |
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| Format: |
E-Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
2022 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of philanthropy and marketing - Hoboken, NJ : Wiley, 2021, 27(2022), 4 vom: Nov., Artikel-ID e1770, Seite 1-6 |
|---|---|
| Übergeordnetes Werk: |
volume:27 ; year:2022 ; number:4 ; month:11 ; elocationid:e1770 ; pages:1-6 |
| Links: |
|---|
| DOI / URN: |
10.1002/nvsm.1770 |
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| Katalog-ID: |
1826410112 |
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| 982 | |2 26 |1 00 |x DE-206 |b Succession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations. | ||
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2022 |
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10.1002/nvsm.1770 doi (DE-627)1826410112 (DE-599)KXP1826410112 DE-627 ger DE-627 rda eng Johnson, Brian Lee verfasserin (DE-588)1276762941 (DE-627)1830082744 aut Pass the torch leadership development and succession planning in nonprofit organizations Brian Lee Johnson 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier leadership development (dpeaa)DE-206 nonprofit organizations (dpeaa)DE-206 succession planning (dpeaa)DE-206 Enthalten in Journal of philanthropy and marketing Hoboken, NJ : Wiley, 2021 27(2022), 4 vom: Nov., Artikel-ID e1770, Seite 1-6 Online-Ressource (DE-627)1753320275 (DE-600)3059641-5 2691-1361 nnns volume:27 year:2022 number:4 month:11 elocationid:e1770 pages:1-6 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nvsm.1770 Verlag lizenzpflichtig https://doi.org/10.1002/nvsm.1770 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2022 4 11 e1770 1-6 26 01 0206 4227931320 x1z 07-12-22 26 00 DE-206 Succession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations. |
| spelling |
10.1002/nvsm.1770 doi (DE-627)1826410112 (DE-599)KXP1826410112 DE-627 ger DE-627 rda eng Johnson, Brian Lee verfasserin (DE-588)1276762941 (DE-627)1830082744 aut Pass the torch leadership development and succession planning in nonprofit organizations Brian Lee Johnson 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier leadership development (dpeaa)DE-206 nonprofit organizations (dpeaa)DE-206 succession planning (dpeaa)DE-206 Enthalten in Journal of philanthropy and marketing Hoboken, NJ : Wiley, 2021 27(2022), 4 vom: Nov., Artikel-ID e1770, Seite 1-6 Online-Ressource (DE-627)1753320275 (DE-600)3059641-5 2691-1361 nnns volume:27 year:2022 number:4 month:11 elocationid:e1770 pages:1-6 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nvsm.1770 Verlag lizenzpflichtig https://doi.org/10.1002/nvsm.1770 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2022 4 11 e1770 1-6 26 01 0206 4227931320 x1z 07-12-22 26 00 DE-206 Succession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations. |
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10.1002/nvsm.1770 doi (DE-627)1826410112 (DE-599)KXP1826410112 DE-627 ger DE-627 rda eng Johnson, Brian Lee verfasserin (DE-588)1276762941 (DE-627)1830082744 aut Pass the torch leadership development and succession planning in nonprofit organizations Brian Lee Johnson 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier leadership development (dpeaa)DE-206 nonprofit organizations (dpeaa)DE-206 succession planning (dpeaa)DE-206 Enthalten in Journal of philanthropy and marketing Hoboken, NJ : Wiley, 2021 27(2022), 4 vom: Nov., Artikel-ID e1770, Seite 1-6 Online-Ressource (DE-627)1753320275 (DE-600)3059641-5 2691-1361 nnns volume:27 year:2022 number:4 month:11 elocationid:e1770 pages:1-6 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/nvsm.1770 Verlag lizenzpflichtig https://doi.org/10.1002/nvsm.1770 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 27 2022 4 11 e1770 1-6 26 01 0206 4227931320 x1z 07-12-22 26 00 DE-206 Succession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations. |
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Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. 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26 00 DE-206 Succession planning is similar to the process of purchasing life insurance. Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations Pass the torch leadership development and succession planning in nonprofit organizations Brian Lee Johnson leadership development (dpeaa)DE-206 nonprofit organizations (dpeaa)DE-206 succession planning (dpeaa)DE-206 |
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| doi_str |
10.1002/nvsm.1770 |
| up_date |
2024-07-04T08:14:28.472Z |
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1803635516744138752 |
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Few people enjoy doing so, and even fewer take pleasure in discussing the reasons why it is needed. However, for long-term stability purposes, both are necessary to prepare for the future. Life insurance is purchased with the mindset of protecting loved ones. Can this same mindset carry over to succession planning for nonprofit organizations (NPOs), which many stakeholders deeply care for as well? Research points to the coming mass departure of NPO executives. Consequently, NPOs must know how to prepare for this exodus. In this paper, information is presented from relevant literature regarding succession planning within NPOs, including who is currently in the executive positions, why this change is happening, what problems can occur during the transition process, and which methods can be used to solve them. Furthermore, guidance is provided on who should be directly involved in the succession process and how these individuals can develop future leaders from within the NPO. Everything is examined through the lens of two leadership theories: transformational leadership and shared leadership. Hopefully, this paper inspires NPOs to start a conversation on leadership development and succession planning within their organizations.</subfield></datafield></record></collection>
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