Do leaders learn from near death experiences? Ten years after …

Abstract

PurposeThe aim of this paper is to determine the degree to which a leader of a nonprofit organization changed over time after a near death experience.Design/methodology/approachThis follow‐up case study uses interviews with a leader and other key actors in a nonprofit organization as well as participant and non‐participant observation over a ten‐year period.FindingsThe paper finds that while a leader may change behavior after a near death experience that change is not fully sustained over time.Practical implicationsThis paper offers leaders who face similar challenges as a result of a near death experience with recommendations for making personal and organizational changes.Originality/valueThis paper will be of value to leaders who have had near death experiences and return to the workplace.