The baby boomers (born between 1946 and 1964) are leaving considerable openings in leadership positions, as they age out of the workforce and into retirement. The nonprofit field faces a significant loss of leader knowledge if exiting leaders do not intentionally train new upcoming leaders to fill these roles successfully. Data for this quantitative study were from nonprofit retirees with the intent to look for relationships between the retirees’ perception of successive leader effectiveness and (a) duration of formal succession planning, (b) levels of leadership styles (directive, participative, achievement-oriented, supportive), and (c) demographics (gender, age, last position held before retirement.) Combined, two surveys (the Path-Goal Leadership Questionnaire and the Survey about Succession Planning and Succession Management Questionnaire) became one survey, and the Association of YMCA Retirees e-mailed it to 950 members of the AYR database. One hundred fifty retired men and women responded to the survey. Nonparametric correlations, independent samples t tests, and a one-way ANOVA were used to look for relationships or differences between the variables. The findings indicated that the longer the duration of succession planning, the higher the rating of successive leader effectiveness. Although directive, participative, and achievement-oriented leadership styles did not significantly correlate to successive leader effectiveness, there was a statistically significant negative correlation between supportive leadership style and successive leader effectiveness. Findings showed that neither gender nor age related to significant differences in perception of successive leader effectiveness. Respondents who reported being a president/CEO before retirement rated their successive leaders significantly higher than did those who reported being an executive director before retirement. Results emphasize a need for current leaders in training and developing quality future leaders purposefully. Future studies should focus on other groups of participants, other nonprofit organizations or for-profit businesses where leaders are retiring in large numbers or on specific locations or organizations to develop case studies.
|Commitee:||Morgan-Gardner, Inglish, Rockey, Mary|
|Department:||Counseling and Human Services|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 80/08(E), Dissertation Abstracts International|
|Keywords:||Baby boomer, Leadership, Nonprofit, Path-goal theory, Quantitative, Succession planning|
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