TY  - JOUR
AB  - In this article we investigated the degree to which nonprofit organizations have developed succession plans and to what degree there is room at the top for insiders to succeed incumbents. Twelve nonprofit community‐based organizations (CBOs) within a major urban center in the northeastern portion of the USA served as our sample. CEOs responded to a questionnaire and were interviewed to collect personal and organizational data. Findings included that most of the organizations did not have succession plans; boards of directors, not incumbent CEOs, appointed successors, except in the case of founders; and despite the fact that insiders are provided with leadership training, they are often not promoted to the position of CEO. Implication for leadership and organization development and recommendations for future research are made.
VL  - 6
IS  - 2
SN  - 1362-0436
DO  - 10.1108/13620430110383429
UR  - https://doi.org/10.1108/13620430110383429
AU  - Santora Joseph C.
AU  - Sarros James C.
PY  - 2001
Y1  - 2001/01/01
TI  - CEO succession in nonprofit community‐based organizations: is there room for insiders at the top?
T2  - Career Development International
PB  - MCB UP Ltd
SP  - 107
EP  - 111
Y2  - 2024/04/23
ER  -