The leader succession-performance relationship in a non-profit organization

Authors


  • The author thanks John Fizel, Bill McKinley, and Brenda Massetti for their helpful comments on this paper. Also, two faculty members of a United Church theological college provided valuable backround information; the author assumes they would prefer anonymity. An earlier version of this paper was presented at a meeting of the Decision Sciences Institute, November 1992, in San Francisco. This manuscript was received in August, 1992 and accepted in January, 1993.

Abstract

Au fils des ans, l'impact de la succession à la direction d'une organisation sur l'efficacité de celle-ci a fait l'objet de diverses théories contradictoires et de maintes études aux conclusions non moins différentes. L'étude résumée dans cette communication examine l'impact de la succession et des capacités du dirigeant sur l'«efficacité» de 150 églises affiliées à l'Église unie du Canada. Les données recueillies semblent indiquer que la succession à la direction influe positivement sur la fréquentation mais non sur les revenus, tandis que les capacités du dirigeant n'ont aucun impact linéaire. Cependant, l'auteur relève une relation curviligne entre le nombre d'années d'expérience du pasteur et l'augmentation de l'assistance. Ces résultats imprévus illustrent bien le fait que la relation succession-efficacité dépend dans une large mesure des caractéristiques des organisations étudiées.

The impact of leader succession on organizational performance has yielded a history of inconsistent findings and conflicting theories. This study examines the impact of leader succession and leader ability on the performance of 150 church pastorates in the United Church of Canada. These results suggest that leader succession has a positive effect on attendance but not revenue, while leader ability has no linear impact. However, there is a curvilinear relationship between years of pastoral experience and growth in attendance. These unexpected results illustrate that the succession-performance relationship is highly dependent on the characteristics of the organizations under study.

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