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External interim executives: A model...

Eder-Van Hook, Jackie Lynn.

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External interim executives: A model for nonprofit leadership succession.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	External interim executives: A model for nonprofit leadership succession./
Author:	Eder-Van Hook, Jackie Lynn.
Description:	158 p.
Notes:	Source: Dissertation Abstracts International, Volume: 74-07(E), Section: A.
Contained By:	Dissertation Abstracts International74-07A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3555147
ISBN:	9781267963413

External interim executives: A model for nonprofit leadership succession.
Eder-Van Hook, Jackie Lynn.

External interim executives: A model for nonprofit leadership succession. - 158 p.

Source: Dissertation Abstracts International, Volume: 74-07(E), Section: A.

Thesis (Ph.D.)--Fielding Graduate University, 2013.

This retrospective descriptive study explores the experiences of 13 professional external interim executives (from a qualifying pool of 29) providing interim management to U.S. nonprofits and associations during leadership successions derived from 2-hour, one-on-one, semi-structured telephone interviews. It examines intersection of the interim management and transition literatures.

ISBN: 9781267963413Subjects--Topical Terms:

626628
Business Administration, Management.

External interim executives: A model for nonprofit leadership succession.
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020 $a 9781267963413
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100 1 $a Eder-Van Hook, Jackie Lynn. $3 2095368
245 1 0 $a External interim executives: A model for nonprofit leadership succession.
300 $a 158 p.
500 $a Source: Dissertation Abstracts International, Volume: 74-07(E), Section: A.
500 $a Adviser: Margo Okazawa-Rey.
502 $a Thesis (Ph.D.)--Fielding Graduate University, 2013.
520 $a This retrospective descriptive study explores the experiences of 13 professional external interim executives (from a qualifying pool of 29) providing interim management to U.S. nonprofits and associations during leadership successions derived from 2-hour, one-on-one, semi-structured telephone interviews. It examines intersection of the interim management and transition literatures.
520 $a Interim management is the use of temporary CEO and executive-level consulting services (organization development, change management) by organizations during a leadership vacancy. Using an interim CEO allows organizations to take stock of their assets (fiscal, human, relationships, goodwill) and liabilities (business model, debt, sometimes founders); address simple and complex issues; and prepare the organization, board of directors, staff, and stakeholders for the future. These temporary executives are part of an expanding contingent workforce found in for-profit, nonprofit, academic, and government entities in the US and abroad.
520 $a The study highlights the ambiguous role of external interim executives as a hybrid leader--part leader, teacher, crisis manager, organization development practitioner, therapist, and consultant, and describes the complex environments in which they work. Participants described their entry and exit from the organization, organizational issues, communications, relationships (especially with the chair of the board of directors and its effect on the transition), governance, including governing board decision-making, and self and organizational assessments.
520 $a Further, the study provides new evidence in contrast with Goler's 2003 study on acting staff and the focus placed on the incumbent's departure and executive search by Farquhar (1991), Gabarro (1987), and Gilmore (1988).
520 $a The study summarizes 21 key transition models and offers a new transition theory. Executive transitions are defined as the manner in which individuals and organizations cope with and accept a change in "life space" and/or their work environment. A successful transition is dependent on the people involved, the reason for the transition, the environment, and whether the individual and/or organization used this period to reflect, learn from the situation, and affect change.
590 $a School code: 1503.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Psychology, Behavioral. $3 1017677
690 $a 0454
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690 $a 0384
710 2 $a Fielding Graduate University. $b The School of Human and Organization Development. $3 1670280
773 0 $t Dissertation Abstracts International $g 74-07A(E).
790 $a 1503
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3555147