Crisis in leadership or failure to plan?

Carman, Joanne G.; Leland, Suzanne; Wilson, Amanda J.

doi:10.1002/nml.20014

Cited by 25 publications

(26 citation statements)

References 9 publications

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“…Succession planning is a broad topic that includes identifying and assessing talent, developing leadership competencies, and building a pool of leadership candidates within an organization to ensure continuity in critical positions (Carman, Leland, & Wilson, 2010). Over the past five decades, CEO successions have been the topic of several research studies that examined the causes and implications of CEO successions.…”

Section: Background Of the Problemmentioning

confidence: 99%

“…Succession planning is a broad topic that includes identifying and assessing talent, developing leadership competencies, and building a pool of leadership candidates within an organization to ensure continuity in critical positions (Carman, Leland, & Wilson, 2010). Succession planning is an approach to building a pipeline of leaders from whom the organization can draw for important future roles and to ensure continued effective performance for the organization in both emergency situations and predictable leadership transitions (Cavanaugh, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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CEO Succession Planning in Small Community Banks: A Qualitative Case Study of “PNW” Bank

2019

JAF

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The case study explores an effective, successful chief executive officer (CEO) succession at a small community bank. The outcome of CEO successor choice can have a substantial impact on the organization's strategy and success. Lack of an effective succession planning process presents a challenge for these banks that are thinly staffed and have aging CEOs and executives. The emergent themes and major findings were initial vision of candidate, intentional communication during transition, successor cultural fit, and trusting relationships. Other small community banks can use the major findings for succession planning to reduce the risk of negative or unintended consequences.

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Section: Background Of the Problemmentioning

confidence: 99%

“…Succession planning is a broad topic that includes identifying and assessing talent, developing leadership competencies, and building a pool of leadership candidates within an organization to ensure continuity in critical positions (Carman, Leland, & Wilson, 2010). Succession planning is an approach to building a pipeline of leaders from whom the organization can draw for important future roles and to ensure continued effective performance for the organization in both emergency situations and predictable leadership transitions (Cavanaugh, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

CEO Succession Planning in Small Community Banks: A Qualitative Case Study of “PNW” Bank

2019

JAF

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“…Based on the county migrations statistics 2010-2014 County is gaining population from migration. The number of inbound migration flows is 71,000 (39,495+24,338+7,167), while the number of outbound migration flows is 53,764 (28,133+25,631).…”

Section: Overall Trendsmentioning

confidence: 99%

Regional Economic Analysis of Mecklenburg County, NC

Khabazi¹

2018

Preprint

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Located in the state of North Carolina, Mecklenburg county is among the ten fastest growing counties in the Unites States (Carmen et al., 2010). As of 2010 census data the population of the county is 919,628, with an estimated population of 1,034,070 in 2015. The city of Charlotte, that covers the most area of Mecklenburg county, is the largest city in NC with close to 700,000 residents, and the seventeenth largest city in the US. Mecklenburg county is part of the NC-SC Metropolitan Statistical Area (MSA) of Charlotte, Concord, Gastonia.546 square miles (1,410 km2) of Mecklenburg county is land and 22 square miles (57 km2) is water (US Census Bureau). Adjacent counties include: Iredell county, Cabarrus county, Union county, Gaston county, Catawba county, Lincoln county, Lancaster county (SC), and York county (SC).Charlotte is home of a large banking industry and several Fortune 500 companies (Carmen et al., 2010). The banking industry makes Charlotte the second largest financial center in the US after New York and has one of the highest median wages in the region (Kozar, 2010). Another large industry in Charlotte is finance, insurance, and real estate, and the headquarters of several national corporations located in Charlotte (Bacot, 2008). Five Fortune 500 Companies that have their headquarters in Mecklenburg County are: Bank of America, Nucor, Sonic Automotive, Duke Energy, and Family Dollar (Dollar Tree) (Fortune, 2016). Education is another large economic sector in North Carolina due to having the largest public school system and a regional state university in this area (Bacot, 2008); these schools include: UNC Charlotte, Davidson College, Queens University, Johnson & Wales University, Wake Forest University (School of Business) Charlotte Center, Johnson C. Smith University, Southern Evangelical Seminary, Central Piedmont Community College, and Belmont Abbey College. Other large employers in Mecklenburg county are Charlotte Mecklenburg Hospital, Charlotte-Mecklenburg Board of Education, Wells Fargo Bank (A Corp), Bank of America, and US Air Inc (NC Department of Commerce, 2015, 4th quarter).Charlotte-Douglas International Airport is the main airport in the region that is the 5th busiest airport in the nation in 2015, and the 6th busiest in the world (Portillo, 2016). This airport is the hub for US Airways and American Airlines that have been merged in 2013, to become the second busiest hub for the combined carrier (Portillo, 2015). Charlotte, like other parts of the US, has been affected by the economic recession that started in 2007. Many job losses and unemployment expanded in all sectors of the economy. The banking industry that was the largest industry in the region was specifically affected by the recession, leaving the region with high unemployment (NC Department of Commerce, 2015, 4th quarter). However, one of the strongest assets of Charlotte economy is its diversity of employment, that even at the time of distress, would sustain its economy (Kozar, 2010).

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“…In examining the trajectory of nonprofit executive leadership, research has shown that it is inconsistent across leaders, given that some are promoted based solely on tenure (Austin et al, 2011), while others are hired for their business acumen rather than their nonprofit knowledge (Suarez, 2010). Researchers have also found that, while current CEOs have become more aware of this looming leadership learning crisis, little has been done to actually address this need and to better understand how current CEOs learned to lead (Carman, Leland, & Wilson, 2010;Froelich et al, 2011;Kearns et al, 2015).…”

Section: Significance Of the Research Questionmentioning

confidence: 99%

“…Their findings revealed that a key indicator of transitional success is internal leadership; therefore, an organization must be responsible for the development of its leaders (Gothard & Austin, 2013). Relatedly, Carman et al (2010) recommended that organizations should focus on building leaders from within, not only on filling upcoming voids in executive leadership, but across all levels of agency leadership.…”

Section: Learning Nonprofit Leadershipmentioning

confidence: 99%

Non-profit leadership learning : a narrative research study exploring the transformation of experience into leadership learning

Briggs¹

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Crisis in leadership or failure to plan?

Cited by 25 publications

References 9 publications

CEO Succession Planning in Small Community Banks: A Qualitative Case Study of “PNW” Bank

CEO Succession Planning in Small Community Banks: A Qualitative Case Study of “PNW” Bank

Regional Economic Analysis of Mecklenburg County, NC

Non-profit leadership learning : a narrative research study exploring the transformation of experience into leadership learning

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