Abstract
Informed by the existing literature on executive exit, leadership succession, and leadership development related to the for-profit, public, and nonprofit sectors, this analysis identifies the key elements of succession planning with implications for nonprofit human service organizations. It focuses on the role of self-leadership in executive exit and the interpersonal dynamics between nonprofit executives and their board of directors. Based on a comparison of different types of succession, the analysis includes a call for the need to make the transition from traditional replacement planning to a more comprehensive succession management approach that features emergency and planned succession preparedness, developing and retaining leadership talent, and the importance of strategic planning. In concludes with a call for both nonprofit executives and their boards to align succession-based and strategic planning efforts in order to foster smooth leadership transitions and develop healthy organizations.
