- 19-- (x)
- La Belle, Antoinette E. (x)
- Search results
Search results
Show moreA leadership crisis in the nonprofit sector looms. “Crossovers” from the corporate sector present an alternative source of CEO talent but a dearth of empirical research about boundary crossing has limited our understanding about the effects of leader origin on organizational performance. We surveyed 631 leaders who had crossed one to three boundaries– sector, organization and/or position – into top U.S. nonprofit jobs. Analysis of 18 combinations of leader experience including sector path, recent origin and role shift revealed– regardless of boundary? striking similarities rather than stark differences in how nonprofit CEOs lead. The effects of leaders’ sector experience and diversity of experience on behavioral repertoires and organizational culture were significant, suggesting variety of experience trumps single sector experience (whether for-profit or nonprofit) as the most salient criterion for nonprofit CEO selection. Implications for practice and recommendations for future research are noted.
Show less
Show moreA leadership crisis in the nonprofit sector is portended by sector growth, turnover at the top and a smaller cohort of leaders coming up from behind. Crossovers from the corporate sector present an alternative source of CEO talent, but a dearth of empirical research about top executives who cross the boundaries of sector, organization, and, at times role, stymies our understanding of the transition process of for-profit to non-profit leaders. In depth interviews with U.S. nonprofit leaders – both crossover CEOs and CEOs hired from within the nonprofit sector - compared and contrasted transition experiences. Rather than significant differences between the two groups, our research revealed surprisingly striking similarities in early work approaches. Findings revealed factors other than origin influence non-profit CEO success. Implications for candidates making more informed career choices to boards and search committees striving to improve selection and induction processes are noted.
Show less
Show moreThere is a projected leadership crisis in the nonprofit sector. This is a result of sector growth compounded by turnover at the top and a smaller cohort of leaders coming up from behind who are ambivalent about the CEO role as it is currently structured. Solving for this leadership gap is long term in nature. A more near term solution may be the mid to late career executive from the for profit sector who is interested in assuming the CEO role in the nonprofit sector. There are examples of these successful “crossovers” but also failures. While this talent pool may be viable many unknowns as well as concerns exist. Do they change as they become effective and behave more like those who come from within the sector or do they materially change the nature of the nonprofit because of their prior skills and experiences? Would large numbers of crossovers fundamentally change the nonprofit sector over time? Currently no empirical research exists – whether from within the sector or crossover – on what makes a nonprofit CEO effective or the transition process they go through in becoming effective upon joining an organization. The intended research is aimed at filling this knowledge gap. Building on theories of adult learning, career stages, upper echelons, organizational socialization, and social practices, this research presents a model for adaptation and adjustment with which to compare and contrast the transition experiences of successful CEOs with approximately two years of tenure – both from within the sector and crossovers.
Show less