Exploring Nonprofit Executive Turnover

Stewart, Amanda

doi:10.1002/nml.21225

Cited by 23 publications

(23 citation statements)

References 57 publications

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“…Investigating career paths may help identify alternative avenues that have not been previously explored and demonstrate untapped employment pools. With boards responsible for hiring executives and strapped by resources preventing the use of an executive recruitment firm, many executives come into the position based on a board’s connection, implying that boards hire who is familiar or made credible to them by a connection (Stewart, 2016; Tierney, 2006). Research on succession planning and executive transitions has documented a paradox—nonprofits are aware of the need to prepare for inevitable leadership changes, while not making these preparations (Carman, Leland, & Wilson, 2010; Croteau & Wolk, 2010; Froelich, McKee, & Rathge, 2011).…”

Section: Changing Nonprofit Landscapementioning

confidence: 99%

The Nonprofit Career Ladder: Exploring Career Paths as Leadership Development for Future Nonprofit Executives

Stewart

Kuenzi

2018

Public Personnel Management

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Pending leadership transitions in the nonprofit sector present a timely need to understand the career path to the executive position, but very few studies on nonprofit career paths have been conducted. A systematic study would help make sense of the existing leadership pipeline to the executive office and offer promising insights that contribute to theory building in the sector. This study investigates the career paths of a national random sample of nonprofit executives serving health and human service nonprofit organizations. Primary and secondary data were collected and analyzed on the experience, education, and credentials these executives hold. The analysis evaluates variations among career characteristics, as well as applies career typologies from within and beyond the nonprofit sector. Respondents also provided qualitative descriptions of their path to executive office, which are insightful about influencing factors that are beyond a resume’s depiction of credentials. The findings are rich in descriptive value and are discussed in light of their utility for nonprofit boards charged with executive selection responsibilities. Finally, the findings are also applied to formulate propositions for future research about how individual career movement may be shaping the nonprofit sector.

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Section: Changing Nonprofit Landscapementioning

confidence: 99%

The Nonprofit Career Ladder: Exploring Career Paths as Leadership Development for Future Nonprofit Executives

Stewart

Kuenzi

2018

Public Personnel Management

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“…Overall, existing literature has mostly assumed that leadership succession is an instantaneous event that comes and goes quickly. However, leadership succession is a complex process that involves not only “passing the baton” from the incumbent to the successor but also how the successor understands and strategically responds to environmental opportunities and constraints (Stewart, ). In addition, most studies have examined the independent effects of a specific factor (e.g.…”

Section: Introductionmentioning

confidence: 99%

Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

2018

Nonprofit Mgmnt & Ldrshp

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“…In this study, we introduce the concept of sector image (Cable & Turban, ), which might (possibly) explain why certain public professions are less popular (Furnham, Stieger, Haubner, Voracek, & Swami, ), why nonprofit organizations are attractive to certain individuals (e.g., to the LGBT community: Lewis, ), or in order to explain nonprofit executive turnover and replacement (Stewart, ).…”

Section: Introductionmentioning

confidence: 99%

The importance of sector‐stereotypical images in relation to job pursuit intentions

Peiffer

Habibpour

Jegers

et al. 2018

Nonprofit Mgmnt & Ldrshp

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Funding information Vrije Universiteit BrusselThis study broadens the concept of employer image and demonstrates the relevance of applicants' sector image when looking for employment in either nonprofit or forprofit organizations. We apply the Stereotype Content Model to conceptualize image through perceived competence and warmth and use multilevel analyses on data from final-year Master's students. Results show the importance of the sector-stereotypical image and are partially in line with our hypotheses. Job pursuit intentions for specific organizations are predicted by both the organizations' as well as the respective sectors' perceived warmth and competence. Pursuit intentions for the forprofit sector are predicted only by the image of that sector. However, the intention to pursue employment in the nonprofit sector is predicted by both its competence and warmth as well as by the perceived warmth of its organizations. These findings are discussed in view of a trickledown effect and compared to previous findings on sector image among consumers.

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Exploring Nonprofit Executive Turnover

Cited by 23 publications

References 57 publications

The Nonprofit Career Ladder: Exploring Career Paths as Leadership Development for Future Nonprofit Executives

The Nonprofit Career Ladder: Exploring Career Paths as Leadership Development for Future Nonprofit Executives

Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

The importance of sector‐stereotypical images in relation to job pursuit intentions

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