CEO tenure in nonprofit community‐based organizations: a multiple case study-Reference-Cited by-同舟云学术

CEO tenure in nonprofit community‐based organizations: a multiple case study

Published:2001-02-01 Issue:1 Volume:6 Page:56-60
ISSN:1362-0436
Container-title:Career Development International
language:en
Short-container-title:

Author:

Santora Joseph C.,Sarros James C.

Abstract

This study focused on the issue of CEO tenure in three non‐profit community‐based organizations – each with an at least 25‐year long CEO tenure – located in two US northeastern urban centers. Using a questionnaire and a semi‐structured interview, we investigated reasons for the CEOs’ extraordinarily long tenures in office: the CEOs themselves, their organizations, and the environments in which they operated. The following were among the data findings re the CEOs: they were founders of their organization; were power brokers within the political community; managed their staff and boards of directors; possessed a vision and continued to initiate new projects; exhibited a passion for work; and had a succession plan. Some issues for future research are presented.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Social Sciences (miscellaneous)

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