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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.

This paper focuses on the dismissal of two Australian managing directors/CEOs after a relatively short tenure in office. Despite the fact that one was an insider and the other was an outsider, they were both selected to lead two of the largest corporations in Australia. Power and political influence played a vital role in their dismissal. Both CEOs attempted to take charge of their organizations, but failed to take the power and influence of the board into account. Implications and recommendations for executives are outcomes of the paper.

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.

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.

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.

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

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

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

The purpose of this article is to provide executives and other organizational leaders with a six‐stage organizational life cycle and its components at each stage.

This article uses the case study method to show the impact of the organizational life cycle on the founder of a nonprofit organization who over time lost the drive and desire to remain competitive.

Founders and organizational leaders who fail to understand the consequences of not remaining vigilant will cause their organizations to suffer the consequences.

Leaders will learn about the issues associated with an organization's life cycle, and will be shown strategies that can be implemented in order to deal with these issues.

This article informs leaders about the importance of learning the steps in the organizational life cycle to help them avoid failure.

The aim of this paper is to identify the core issues that organisational leaders are facing internationally, as a result of a globalised and rapidly changing international economic environment. Appropriate leadership competencies and skills that enable organisational leaders to effectively deal with these core globalisation issues are examined in detail and are further explained through a conceptual model developed for the purpose of this study.

Conventional content analysis of extant literature in the leadership, management, organisational development and human resource management fields delimited this study to the identification of three core issues, their sub‐dimensions and associated organisational leadership effectiveness strategies.

This study presents a conceptual model consolidating current scholarly understanding of the international imperatives affecting twenty‐first century organisational leaders and describes “best practice” leadership skills, competencies and models that will enable managers to lead effectively in a rapidly changing, globalised market‐place.

The simplicity and explicitness of the descriptive‐based conceptual model represented in this review offers an original approach to the link between theory and practice in international organisational leadership, while acting to simplify the perplexing array of viewpoints on leadership approaches. A number of research alternatives are suggested that may lead to the formation of a more predictive “international imperative” model.

This study focused on the issue of CEO tenure in three non‐profit community‐based organizations – each with an at least 25‐year long CEO tenure – located in two US northeastern urban centers. Using a questionnaire and a semi‐structured interview, we investigated reasons for the CEOs’ extraordinarily long tenures in office: the CEOs themselves, their organizations, and the environments in which they operated. The following were among the data findings re the CEOs: they were founders of their organization; were power brokers within the political community; managed their staff and boards of directors; possessed a vision and continued to initiate new projects; exhibited a passion for work; and had a succession plan. Some issues for future research are presented.

This article aims to provide founders, executive directors, and board members with a case study of a nonprofit executive director who, as a result of his refusal to “let go” of the organization he founded, created serious problems for his successor and role confusion for staff and organizational stakeholders.

This article uses the case study method to illustrate a problem founders of nonprofit organizations can create, when they take an active role within the organization after retirement.

Despite all the good outcomes and accomplishments attributed to founders, this article argues that founders can create irreparable harm to organizations when they remain active in the organization following the appointment of a successor. Despite the difficulty and personal and psychological connection to the organization, founders should allow the organization to develop and grow under the direction of the successor.

Founders, executive directors, and board members can all learn from this case by developing and implementing appropriate executive succession strategies.

This article informs founders of nonprofits about the potential harm they can create for the organization and its stakeholders by continuing to govern after retirement.

This paper examines the value orientations of executives and their linkages to leadership behaviors. The 181 executives in this study were randomly selected from the top 500 Australian companies. Value orientations of Australian executives compared with their Russian, Japanese, and Chinese counterparts reveal as many similarities as there are differences. In general, transformational leadership styles were most closely related to personal values orientations. The implications of the findings are discussed, and practical suggestions for leadership development and research are proposed.

This paper aims to offer a theoretical foundation for a testable framework of executive coaching effectiveness and to share key findings from the research study in executive coaching effectiveness based on the theoretical framework.

This article draws on the results from a quasi-experimental field study of four firms whose primary professional services focused on executive coaching.

Practical implications and learning lessons for the three constituents: the coachee, the coach and the organization.

The research can assist individuals and organizations in making informed decisions about designing, implementing and measuring executive coaching programs, thus building the profession of coaching.