Date of Conferral

2020

Degree

Ph.D.

School

Management

Advisor

Keri Heitner

Abstract

Understanding the importance of efficient and effective leadership transition to retain organizational intelligence can mitigate the risks of significant disruption. The problem for nonprofits is the potential loss of organizational intelligence, funding, and continuity as baby boomers retire and transition out of their leadership roles without effectively addressing leadership transition and an impending leadership deficit. The purpose of this quantitative descriptive correlational study was to examine the relationship between leadership intention factors, succession planning documentation, and leadership development programs. The research questions pertained to the relationship between leadership intention factors, succession planning documentation, and leadership development programs. Ajzen’s theory of planned behavior guided this study. The stratified sample comprised 229 incumbent U.S. nonprofit executive leaders. Data were analyzed using simple logistic regression, simple linear regression, and multiple regression models. The study results showed that there was a statistically significant relationship between the leadership intention predictor variable attitude and leadership development and succession planning processes. No similar significant relationship was determined with the leadership intention predictor variables subjective norms and perceived behavioral control or with all the predictor variables collectively and leadership development programs. Implications for positive social change include understanding and effectuating the leadership transition processes with a diverse, skilled, high-performance team that will disrupt, grow, and sustain their nonprofits while remaining open to sharing their expertise to benefit smaller and less resourced nonprofits.

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