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.
Santora, J.C., Clemens, R.A. and Sarros, J.C. (1997), "Views from the top: foundation CEOs look at leadership succession", Leadership & Organization Development Journal, Vol. 18 No. 2, pp. 108-115. https://doi.org/10.1108/01437739710168472Download as .RIS
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