This study was an investigation of the leadership required for the transmission of the charism of Edmund Rice in a time of transition from religious to lay leadership in Christian Brothers’ Schools. Historically the Christian Brothers have had a significant impact on the development of Catholic education in this country through the development of a large network of Christian Brothers’ schools. However the rapidity and depth of changes over the past two decades have threatened this position of strength and the schools now find themselves at a critical time. There is the possible risk of the gradual dilution of Christian Brothers’ schools losing their special character and their God-given charism. The study investigated the means for the effective formal and informal transmission of the charism of Edmund Rice, and the influence of leadership styles and qualities on this transmission. The two main questions were asked are: What is needed for the effective formal and informal transmission of the charism of Edmund Rice? What leadership styles and leadership qualities are required of lay principals for this transmission? The study was situated in three schools that display one of the following characteristics: A Christian Brothers’ school that had a lay principal for a period of more than five years. A Christian Brothers’ school that currently had a Christian Brother as principal. A Christian Brothers’ school that had recently changed from a religious principal to a lay principal and was in the associated processes of changing from a religious to lay leadership. The methodology used for this research study, was a case study, presented in the context of general qualitative methodology and specifically social research methodology. The major data-gathering approach was a questionnaire. Two questionnaires were used to collect the required data. The construction of the items were informed by key points, drawn from the literature review which, in turn were derived from educational leadership theories. The research undertaken in three Christian Brothers’ schools resulted in: Understanding the leaders’ perceptions of the charism of Edmund Rice; Identification of means for transmission of charism; Identification of styles of leadership and qualities of leadership which assist the transmission of charism; Informed Christian Brother’s schools of possible means for the transmission of the Edmund Rice charism in the future; and Suggested the provision of a formation program for recently appointed principals. The thesis concludes that the understanding of the Edmund Rice charism by future leaders of Christian Brothers’ schools needs to reflect the contemporary context, that takes into account the need to provide access to a Catholic education by all those who seek it rather than preserving it for those who have the capacity to pay for it; and it needs to provide spiritually nourishing environments for students within these schools. Ultimately, a real and genuine attempt to engage all people in a Catholic education that is embedded in the tradition of Edmund Rice is required. Christian Brothers’ schools require leaders who can promote and achieve the vision and mission of Christian Brothers’ schools and live out the charter of Edmund Rice through example. The leaders who are able to achieve this are people who practice elements of servant, transformational and authentic leadership. The Christian Brothers’ need to ensure that they have an appropriate formation program, that addresses these areas, for leaders of their schools.

abstract: Human resources have always been the most critical factor in the construction industry, and now, with a historic generation entering the age of retirement, the construction industry needs to place greater effort in preparing for the succession of their most important of human resource, their leaders. A significant body of research has shown that succession planning minimizes the negative effects that come with leadership transition; however, little research has focused specifically on the construction industry. The majority of construction companies are family owned or have small pools of potential successors, which make them more susceptible to the negative impacts that occur with poor planning for succession. The objective of this research focuses on developing a methodology that will assist construction companies plan and prepare for a leadership transition. Data is gathered from case studies of twelve construction companies that have recently experienced leadership succession. The data is analyzed for practices and characteristics that correlate to successful leadership transitions. Through the findings in the literature review and data analysis of the case studies, the research successfully achieves the objective of developing a potential methodology for increasing the effectiveness of succession planning in a construction company. / Dissertation/Thesis / M.S. Construction 2012

Survival over generations is critical for family-owned businesses (FOBs). Only 3% of family firms survive the 3rd generation, and a succession strategy is the most challenging decision for family business leaders to make. The purpose of this multiple case study was to explore nonfinancial succession planning strategies that 3rd-generation FOB leaders in Flanders, Belgium, apply for the transition of ownership and leadership to the 4th generation. The conceptual framework for this study was the socioemotional wealth paradigm. Data were collected using semistructured interviews, archival document reviews, company internal and public documents, and press releases. Yin's 5-step data analysis was applied to identify themes and patterns. Analysis of the data revealed that, among these 3rd-generation FOBs, the socioemotional aspect of generational succession planning required strategies that simultaneously focused on successor suitability and well-being, consensus of the family, mode of transition, leadership and governance, and survival of the family firm. These findings may provide other, similar FOB leaders with insights into the dynamics of a successful transition of the 3rd-generation family firm to the next generation. Findings may be used to increase FOB survival rates, provide new job opportunities, contribute to community growth, and enhance the well-being of stakeholders. Successful family firms may engage in philanthropic activities as a way of transmitting legacies between generations.

Without adequate succession planning (SP) for executive directors, nonprofit organizations risk losing their mission and direction and their ability to sustain the quality of program and services and maintain superior leadership. The purpose of this study was to determine the degree to which SP was being developed and implemented in community action agencies (CAAs) in a southern state. This study also focused on the challenges that these organizations experienced from not implementing SP. This single case study design was based on the theoretical framework of organizational change, using Lewin's 3-stage model. Identified through purposive and snowball sampling, 17 participants from 5 CAAs in a southern state were interviewed using semi structured questions. Both primary interview data and secondary data were analyzed through constant comparison and the identification of themes and patterns, and verified through triangulation, member-checking, and pattern-matching. Secondary data consisted of succession plans, annual reports, bylaws, boards of directors' minutes, IRS 990s, and strategic plans. Findings revealed that 3 of the CAAs under study had a succession plan in place, while 2 did not. The challenges that these CAAs experienced from not implementing SP focused on 5 primary themes: organizational identity, sustainability, salaries, governance, and leadership development. The implications for social change include informing the southern state's CAA leaders, funders, and other stakeholders about the importance of developing written succession plans, integrating SP with leadership development and executive transitioning practices, and the long-term benefits of having these plans in place.

No description available.

<p>This thesis chronicles the leadership transition at two institutions affiliated with the iv Church of Christ, a branch of the Stone-Campbell Movement, in Rhodesia. The two institutions- Nhowe Mission and Umtali School of Preaching-were founded by missionaries from the USA who were also managers and technocrats, with the indigenous black Zimbabweans on the periphery of strategic decision-making powers. The status quo abruptly changed between 1976 and 1977 when the volatile political landscape became hostile for the missionaries who nearly closed or sold these mission centres. The unprepared Africans pleaded for an opportunity to lead these schools. The leadership transition was successful because the indigenous men and women had a deep sense of ownership. Moreover, the political landscape, after Zimbabwe's independence, made it conducive for the indigene to lead such institutions. Furthermore, during the war of liberation, they morally and physically supported the guerrillas thereby saving the mission's fixed assets from vandalism and destruction during the war while paving its future in a free Zimbabwe.</p> / Master of Arts (MA)

Formal succession planning strategies for retiring Baby Boomer generation of leaders in nonprofit organizations (NPOs) are nonexistent in many NPOs, including faith-based NPOs. Top NPO leaders possess vital organizational knowledge and experience. The lack of strategic succession planning adversely affects organizational sustainability and mission fulfillment. Guided by the conceptual framework of knowledge transfer, the current study supplies a description of succession planning strategies used in faith-based organizations that have Boomer leaders. This multiple case study included 3 faith-based NPOs in Miami-Dade and Broward Counties in Florida and their top-level leaders. They supplied descriptions of formal succession planning strategies through semistructured interviews and through related organizational documents. An inductive analysis of the data revealed that (a) key leaders were the initiators for developing a strategic plan for succession, (b) boards of directors were critical to the process, and (c) leadership transition, planned or unplanned, required preparation and documented policies that must be reviewed at regular intervals. Leadership development is a valuable practice, which contributes to succession planning strategy. Influential leaders and board members of NPOs may receive inspiration to engage in succession planning strategies to maintain capable and prepared leaders at the top levels of the organizations as a means to ensure organizational sustainability and mission fulfillment. Positive social change happens in communities by encouraging a positive societal culture and identity through uninterrupted NPO services and programs. Improving the lives of community members enhances the communities in which they live.

Medium-sized family businesses are major contributors to economic activities and job creation in Nigeria, but more than 50% of such family businesses fail after leadership succession. The purpose of this multiple case study was to explore the strategies that owners of medium-sized family businesses use to sustain the businesses after the leadership transition from the founders. The population for this study included 3 family business leaders in Lagos and Port Harcourt in Nigeria who have sustained their family businesses after the leadership transition from their founders. The conceptual framework for the study was based on the transformational leadership theory and the theory of planned behavior. Data collection was through semistructured face-to-face interviews and from company documents and artifacts. Data analysis was supported by follow up questions and member checking to enhance the credibility and trustworthiness of interpretations. The 4 themes that emerged were the founders' desire and support for transition, preparation of successors, trust and credibility of successors, and clarity of vision for both the founders and the successors. The findings from this study could contribute to positive social change by providing family business owners with strategies for managing leadership transitions to enable them to sustain their business operations after these transitions. Sustaining the family businesses might lead to a reduction in unemployment and enhance the incomes and well-being of the family members, communities, and Nigerian economy.