Succession preparedness and competency of a Midwestern state's nonprofit art organizations

by Garrett, Linda K., Ph.D., CAPELLA UNIVERSITY, 2012, 279 pages; 3505731

Abstract:

Leadership transitions have the ability to strengthen or devastate an organization. As a way to secure a smooth transition, the organization can undertake strategic steps toward assuring succession preparedness. For over 25 years, for-profit organizations have worked to secure effective succession planning; however, in the non-profit world; this has been a much slower process. Therefore, this study was undertaken to determine the level of succession planning and to determine if leaders' characteristics or board member input had an impact on organizations' level of succession planning. A secondary purpose of the study was to determine if leaders' perceived level of organizations' board member competency (knowledge) regarding succession preparedness was impacted by board member input.

A cross-sectional web-based survey was sent to 195 nonprofit art organizations leaders who had applied for public funding between July 1, 2009 and June 30, 2011 from a state art foundation. Organizational participants who were considered to be part of a tribe, government, school (elementary, secondary, or university), or an organization that did not have a primary (50% of the time or more) mission of providing arts education or community services were excluded from the study. Only participants who had applied for public funding within the identified timeframe and who were physically located in a Midwestern state were invited to participate. Overall, 195 were invited to participate. Of the 195 e-mail surveys that were sent out, 64 were returned with 61 agreeing to participate and complete the survey. The study focused on nonprofit art organizations' leadership succession preparedness and its relationship to leaders' characteristics and board member input. Second, the study explored the relationship between organizational leaders' perceived level of board member competency and its relationship to the level of board member input. It was found that no relationship or impact existed between leaders' characteristics and the level of succession preparedness. However, board member input into the succession preparedness and leaders' perception of board member competency was found to have a statistically significant positive impact by the level of board member input at a p < .001 level.

AdviserValerie Coxon
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsArts management; Management
Publication Number3505731

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