Do leaders learn from near death experiences? Ten years after …

Abstract

Purpose

The aim of this paper is to determine the degree to which a leader of a nonprofit organization changed over time after a near death experience.

Design/methodology/approach

This follow‐up case study uses interviews with a leader and other key actors in a nonprofit organization as well as participant and non‐participant observation over a ten‐year period.

Findings

The paper finds that while a leader may change behavior after a near death experience that change is not fully sustained over time.

Practical implications

This paper offers leaders who face similar challenges as a result of a near death experience with recommendations for making personal and organizational changes.

Originality/value

This paper will be of value to leaders who have had near death experiences and return to the workplace.

Citation

Santora, J.C. and Sarros, J.C. (2007), "Do leaders learn from near death experiences? Ten years after …", Development and Learning in Organizations, Vol. 21 No. 5, pp. 14-17. https://doi.org/10.1108/14777280710779436