Executive Succession in Community Action Agencies in a Southern State

Executive Succession in Community Action Agencies in a Southern State by Johnnie F. Campbell MPA, A Southern State University, 2007 BS, A Southern State University, 1986 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Public Policy and Public Administration Walden University August 2018 Abstract 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.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. Executive Succession in Community Action Agencies in a Southern State by Johnnie F. Campbell MPA, A Southern State University, 2007 BS, A Southern State University, 1986 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Public Policy and Public Administration Walden University August 2018 Dedication I dedicate this dissertation to my beautiful daughter, Laurissa Marcell Campbell, for understanding and supporting me through this endeavor with her words of encouragement and her unselfish acts of unconditional love while I pursued my academic dreams. She will always be my greatest accomplishment and it was through her that gave me the aspiration to persevere even when I wanted to give up and just quit. I hope to have instilled in her the importance of a good education and the willingness to persevere and to work hard in anything that she pursues as well as in fulfilling her dreams. I also dedicate this dissertation to my mother, Sellarstine Campbell, and my late father, Robert Lee Campbell, who believed in me and encouraged me to pursue my doctoral degree. I love you all and thank God for allowing me the privilege and honor of having you in my life. Acknowledgments I would like to acknowledge God, who will always be the head of my life and without his holy spirit and guidance, I could do nothing. This has been a long journey and I would like to acknowledge my committee members for their support. First, my committee chair and mentor, Dr. Wendy Andberg, I thank you for your friendship, encouragement, patience, and time. Words cannot express my gratitude and appreciation to you for working with me as well as helping me throughout the entire doctoral process. Second, Dr. Patricia Ripoll, my co-chair, I thank you for your expertise and knowledge that you shared throughout the dissertation process. I thank God for the both of you.