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Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the direction of the mission and vision in a time of change. In addition, temporary leaders – often termed interim executive directors or interim chief executive officers (CEOs) – are frequently asked to guide the transition for a new and permanent leader.

This qualitative study presents the insights of 24 interim leaders, largely in the Chattanooga, Tennessee (TN) region, who participated in individual virtual interviews and a subsequent virtual focus group to address a protocol of questions concerned with all phases of carrying out the interim position.

The findings confirmed existing literature on how the interim was selected, the responsibilities of this leader and the costs and benefits for the organization of using an interim and extended findings with guidance for interim over their tenure.

The findings uncovered new insights into personal and career growth, along with unexpected personal and professional enrichment and satisfaction from the experience. The practical implications include providing detailed guidelines for interim leaders at each stage of their tenure, which can help them navigate the complexities of their roles more effectively. Additionally, the findings highlight the potential for significant personal and professional growth, offering interim leaders unexpected enrichment and satisfaction from their experiences.

The exploratory research validated the existing literature on interim leadership and added additional detail in practical guidance for beginning an interim position, carrying out the interim position and even ending the position. This study delineates practical guidelines at each stage of the interim lifecycle for both the temporary leader and the organization and provides areas for future research. Qualitative findings also identified key characteristics of an interim leader. This study also includes discussion of the political implications of interim CEOs.

The study presents original insights into the role of interim leaders by combining qualitative data from 24 participants in the Chattanooga, TN region with existing literature, thereby enhancing understanding of the challenges and successes these leaders face. It confirms previous findings regarding interim leadership and provides practical guidelines for navigating the interim lifecycle, highlighting aspects of personal growth and satisfaction that have not been extensively explored in prior research.

Clause 14 deals with the mechanisms for paying the Contractor. The Contract Price must be distinguished from the Accepted Contract Amount. The Accepted Contract Amount is the amount stated in the Letter of Acceptance. The Contract Price is the Accepted Contract Amount adjusted in accordance with the Contract e.g. through Variations and other changes under Clause 13 [Variations and Adjustments] and the various other Clauses entitling the Contractor to adjustments, including Cost or Cost Plus Profit as well as adjustments under any special agreements on payment based on quantities or measurements, e.g. under Sub-Clause 13.7 [Adjustments for Changes in Cost] or the last paragraph of Sub-Clause 14.1 [The Contract Price].

The learning outcomes focus on enabling higher-order learning for students to critically assess Agile project management in philanthropic settings, specifically compare and contrast Agile project management versus traditional project management in the context of a non-profit organisation (The Solidarity Fund) during a crisis; discuss and evaluate the role and contribution of philanthropy during times of crisis; rate the value additions and contributions of Agile approaches in philanthropy; evaluate the phases of Agile (unconventional) project management executed by The Solidarity Fund; and develop a review of the impact of the work done by The Solidarity Fund in terms of the approach that the Fund used. How effective/not effective was it?

Chaos, crisis and confusion: the three “C”s that succinctly condense the status quo during the COVID-19 pandemic. The roles and contributions of non-profit organisations gained recognition as countries worldwide responded to the crisis to save lives and livelihoods.

In South Africa, there was a sense of urgency and considerable pressure for a multi-stakeholder approach led by the government to save as many South African lives as possible. The conditions, however, were the opposite of traditional project management methodologies that advocate for the management of the triple constraints, namely, cost, time and scope.

How could cost be managed in a project without a set budget and which was reliant on philanthropy? How could time be managed without a set deadline and while tackling an invisible enemy – a virus that changed dynamics on a daily basis and – how could scope be managed in a context where the future was increasingly uncertain?

This case study can be useful for students undertaking postgraduate diploma in business, master of business administration (MBA), master of management courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

This chapter analyses the structure, content and development trends of the system of postgraduate teacher training in Russia. It is shown that the system of postgraduate training in Russia has a long history and consists of postgraduate and doctoral levels. The trends that influenced the dynamics and essence of the modernisation processes of Russian postgraduate education are revealed. The content, logic and shortcomings of the not quite successful attempt to standardise the process of training higher-qualified personnel in postgraduate studies are substantiated. Changes in the nomenclature of scientific specialties, which are used to award academic degrees in pedagogy, are revealed.

The main part of the material is devoted to the general characteristics of the current pedagogical postgraduate programmes in Russia. It describes the peculiarities of the admission procedure and the organisation of training for graduate students, the nuances of the choice of supervisor, the definition of the thesis topic, and the current, intermediate, and final certification of graduate students. The essence of co-doctoral studies as a form of dissertation preparation is revealed. The requirements for the preparation, design and defence of candidate dissertations in pedagogy are outlined. The form of advanced training of scientific and pedagogical staff for the preparation of doctoral dissertations is briefly described.

Usually, a construction contract ends because the Parties have performed all their obligations thereunder but sometimes the need to terminate the contract arises before this. This need may have various reasons, e.g. one of the Parties goes into bankruptcy without the funds available for continuing the project, a substantial risk materialises to the detriment of the continuation of the project (e.g. substantial sub-surface issues, pollution etc.), other risks materialise, substantially increasing the cost of the project, or the Employer simply no longer has a need for the Works. The GC include provisions for the termination of the Contract before the Parties have fully performed all their obligations under the Contract; termination by the Employer is provided for in Clause 15 [Termination by Employer] and termination by the Contractor in Clause 16 [Suspension and Termination by Contractor]. Termination is an extreme remedy for the Contractor as well as the Employer; Sub-Clause 16.1 [Suspension by Contractor] provides a less extreme remedy for the Contractor where they may suspend or reduce their performance of the work as an interim remedy against the Employer’s default. As for the Employer’s exercise of the remedies under Clause 15 [Termination by Employer], it is also recommendable for the Contractor to adhere diligently to the formal requirements of Clause 16 [Suspension and Termination by Contractor] and to seek relevant expert advice prior to suspending work or reducing the rate of progress or initiate termination procedures. See also the general introduction to termination under Clause 15.