Managing a Leadership Transition in a Non-Governmental Organization

Abstract

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.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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