Nonprofit Recalibration | Mixed Methods Research into Executive Succession

Abstract

Nonprofit executive transitions are inherently disruptive, yet they establish the tone for future leadership. While Executive Transition Management (ETM) literature explores the complexity of nonprofit succession, less is known about the post-transition recalibration period. This study investigates how trust, belonging, and strategic vision influence the success of incoming nonprofit leaders during and after succession. Grounded in Distributed Leadership Theory (DLT), our research integrates ETM frameworks with the relational dynamics of leadership, highlighting collaboration, inclusion, and shared responsibility. In partnership with Marts&Lundy, a nationally recognized nonprofit consulting firm, we used a mixed-methods approach - surveying nonprofit executives and conducting in-depth interviews with leaders who experienced recent transitions. Quantitative analysis revealed a statistically significant difference in perceived trust between CEOs and Boards while qualitative findings identified seven critical themes, including the importance of strategic planning, governance alignment, and leadership development in fostering trust and belonging. Findings underscore that a clearly defined strategic vision and strong board-executive alignment promote trust, deepen belonging, and enhance recalibration outcomes. Ultimately, trust is the element that ties everything together in an organization and influences a leader’s quality of experience when joining an organization.