Managing a leadership transition in a non-governmental organization / Sabithulla Khan.

Format:

Book

Author/Creator:

Khan, Sabithulla, author.

Series:

SAGE Knowledge. Cases.

SAGE research methods. Cases.

SAGE Knowledge. Cases

SAGE research methods. Cases

Language:

English

Subjects (All):

Non-governmental organizations--Planning--Case studies.

Non-governmental organizations.

Nonprofit organizations--Case studies.

Nonprofit organizations.

Community development personnel--Case studies.

Community development personnel.

Leadership--Case studies.

Leadership.

Planning.

Genre:

Case studies.

Physical Description:

1 online resource.

Place of Publication:

London : SAGE Publications: SAGE Business Cases Originals, 2019.

System Details:

text file

Summary:

This case provides an overview of the types of challenges inherent in a leadership transition at a non-profit organization, especially when compounded by concurrent organizational changes. The case is based on the relationships between the Executive Director, Mark, and Board of Directors and how a newly appointed Executive Director might navigate the rapid waters of managing a non-governmental organization and steering it towards success, especially when there is disagreement on the strategy to be followed. This case encourages students to think about the leadership style needed to navigate challenging situations, managing both internal and external stakeholders, particularly during the first 90 days of new leadership, and how to bring about organizational change.

Notes:

Includes bibliographical references and index.

No ILL or scholarly sharing allowed.

Description based on XML content.

ISBN:

9781526465061

OCLC:

1089140947

Access Restriction:

Restricted for use by site license.