Interrogating Governance and Leadership Succession Planning in Selected Civil Society Organisations in Ghana

Interrogating Governance and Leadership Succession Planning in Selected Civil Society Organisations in Ghana

Research shows that executives in non-profit organisations are central to organisational operations and so organisations overly reliant on their executive heads become more susceptible to disruptions brought about by their turnover (Stewart, 2016). Meanwhile, it has also been acknowledged that organisations with the right governing structures of a properly constituted board and following well-designed governance processes can become better, stronger and sustainable through leadership transitions (Allison, 2002). It is partly for this reason that the subject of internal structuring, leadership and especially executive succession planning within civil society organisations (CSOs) has gained great attention among practitioners around the world. However, not much of this exists empirically on the subject in Ghana. There is therefore a dearth of empirical evidence on organisational governance and leadership succession management in Ghana’s nonprofit sector. This inspired in-depth research into governance and leadership transitions in 2017 through 2018.

 

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