Date of Conferral

5-22-2024

Date of Award

5-22-2024

Degree

Doctor of Public Administration (D.P.A)

School

Public Policy and Administration

Advisor

Michael Brewer

Abstract

In this case study, the phenomena of leadership loss and transition within a small nonprofit organization, which is a pivotal cycle impacting businesses of all sizes and types, was explored. The study underscored that employee turnover is an inevitable occurrence, influenced by a myriad of factors, leading to significant decisions on staff replacement and thereby shaping future organizational trajectories. Central to this investigation was the exploration of various organizational development theories, functionalism, and human resource planning, which provided a conceptual framework for understanding leadership transitions. Both for-profit and nonprofit entities grapple with leadership losses, yet nonprofits encounter distinct challenges necessitated by their unique operational size and staffing characteristics. This study specifically focused on a small nonprofit organization that was challenged by the departure of a long-serving leader. Through a comprehensive approach soliciting questionnaire feedback from staff, the organizational board, and patrons, the study aimed to offer insightful succession planning recommendations that are intended to address the immediate leadership void and equip the organization for future leadership changes. By integrating feedback from critical stakeholders, a succession planning strategy was crafted that was tailored to the nonprofit’s specific needs, ensuring that the organization remains resilient and adaptive in the face of leadership transitions. This case study contributes to positive social change on nonprofit management and succession planning, offering valuable lessons on navigating leadership changes with strategic foresight and stakeholder engagement.

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