Document Type
Article
Publication Date
12-1-2008
Abstract
A 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.
Keywords
chief executive officers, nonprofit organizations--management, careers, career transitions, socialization, upper echelons, social practices, nonprofit organizations--United States
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
La Belle, Antoinette E., "Bridging the Great Divide - Moving from Outsider to Insider: How For Profit Executives Become Effective Nonprofit CEOs" (2008). Student Scholarship. 116.
https://commons.case.edu/studentworks/116
