Minding the Gap: An Exploratory Study Applying Theory to Nonprofit Board Management of Executive Transitions

Stewart, Amanda; Twumasi, Akua

doi:10.1007/s11266-020-00244-3

Cited by 3 publications

(5 citation statements)

References 37 publications

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“…This coding results in a system of mixed categories, integrating a deductive process through the use of literature review and defined research questions, and simultaneously an inductive process through the empirical information collected. Stewart and Twumasi (2020) and Walumbwa et al (2008) Our research questions are:…”

Section: Methodsmentioning

confidence: 99%

“…Also, board size is positively associated with the organisation's social performance (Doherty and Hoye, 2011;Preston and Brown, 2004). The volunteer nature of these boards is also deemed as a positive feature, since being volunteer allows the administrative board to maintain some independence and impartiality (Stewart and Twumasi, 2020). Gender and education might also be considered as central aspects, because higher levels of education could foster positive outcomes (Renz, 2001), and having women in the board teams is seen as a positive indicator of social performance (Basuony and Mohamed, 2014).…”

Section: Social Performance Indicatorsmentioning

confidence: 99%

“…However, this sector is plagued by great asymmetries, and therefore it seems adequate to divide the sector and separately analyse different typologies (Salido-Andres et al, 2020;Shier and Handy, 2015). At the same time, the board of directors is vital to the stability of the organisation and the future of its mission (Stewart and Twumasi, 2020). In our research, we will study LTC homes, used by people who do not need to be treated in a hospital, but cannot be cared at home.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How social performance indicators and leadership contribute to the development of non-profits - an approach to long-term care homes

Alves

Carvalho

Ferreira

2021

IJEWE

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Presently, non-profit organisations (NPOs) are increasingly representative in society and largely contribute to the economic and social development of countries. This development is linked to the creation of social value through their proximity to citizens, flexibility, and sensitive format, since most NPOs are service providers. Our paper focuses on long-term care (LTC) homes, a very particular type of NPO, and aims to understand how social performance indicators and leadership contribute to the development of such organisations. For that purpose, we will identify the most important social performance indicators and the main leadership characteristics. Our results provide a better understanding of the non-profit sector, and we intend to raise awareness to the importance of NPO boards' characteristics and leadership traits, emphasising the need for a more professionalised NPO management style.

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Section: Methodsmentioning

confidence: 99%

Section: Social Performance Indicatorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

How social performance indicators and leadership contribute to the development of non-profits - an approach to long-term care homes

Alves

Carvalho

Ferreira

2021

IJEWE

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“…They can allow resources to be used for staff development purposes and can focus on accountability for leadership development and succession planning (Kramer et al, 2015). The board's involvement is extremely important, as "the board's successful navigation of their transition responsibilities is paramount to the stability of the organization and the future of its mission" (Stewart & Twumasi, 2020, p. 1279.…”

Section: Involve Multiple Partiesmentioning

confidence: 99%

Pass the torch: Leadership development and succession planning in nonprofit organizations

Johnson

2022

Journal of Philanthropy and Marketing

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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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“…While previous studies have yielded initial insights on succession practices in the nonprofit context, research usually focuses either on the role of boards or executive directors in succession management (Allison, 2002; Gothard & Austin, 2013; Hunter & Decker Pierce, 2020; Kramer & Nayak, 2013; Li, 2019; McKee & Froelich, 2016; Stewart, 2016; Stewart & Twumasi, 2020). Recently, however, several authors have noted that human resource (HR) professionals also play a pivotal role in nonprofit succession management (Santora, 2019; Santora & Bozer, 2015; Varhegyi & Jepsen, 2017).…”

Section: Introductionmentioning

confidence: 99%

Improving nonprofit succession management for leadership continuity: A shared leadership approach

Geib

Boenigk

2022

Nonprofit Mgmnt & Ldrshp

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The topic of nonprofit succession management has gained increasing research attention in recent years. However, the organizational implementation rate of succession management is often lowand even where present, may be mere "lip service." Previous studies in the field mostly focus on the role of boards or executive directors in succession management. Grounded in shared leadership theory, this study takes a broader perspective, and stresses the shared responsibilities among boards, executive directors/division executives, and human resource (HR) professionals within the succession management process. As such, the study's framework comprises three components: shared leadership, the succession management process, and nonprofit leadership continuity as an outcome variable.The results of a large online survey in Germany (N = 1020) show that only 12.3% of responding nonprofit organizations in Germany practice tripartite shared leadership in succession management. However, applying partial least squares analysis indicates, for example, a positive relationship of shared leadership behavior among boards, executive directors/ division executives, and HR professionals with the

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Minding the Gap: An Exploratory Study Applying Theory to Nonprofit Board Management of Executive Transitions

Cited by 3 publications

References 37 publications

How social performance indicators and leadership contribute to the development of non-profits - an approach to long-term care homes

How social performance indicators and leadership contribute to the development of non-profits - an approach to long-term care homes

Pass the torch: Leadership development and succession planning in nonprofit organizations

Improving nonprofit succession management for leadership continuity: A shared leadership approach

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