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Effective leadership succession as a critical event in social agencies
Abstract
A discussion draws on the experiences of a social agency in a process of leadership succession. The perspectives, roles, and professional behaviors of the resigning director, the consultant to the board, and the board itself are the major focus. The incremental and necessary shifts are traced in the board's assertiveness in assuming appropriate responsibility throughout a process that board members had not previously encountered. The case study is used to suggest a series of stages that boards can use in the task of selecting a new agency director. (Journal abstract, edited.)
Journal
(1985)
vol9
no4
pages25-35
Categories
-
Nonprofit Leadership
