This was published last summer, but I just came across it today. I have experienced many of the pieces identified below – from founders and others. So, one piece that I would add is that the basic premise (openness to others’ expertise etc) is critical – but not limited to NGOs that are still being run by the founder. It can happen in that case, but it can also happen in other organizations.
https://www.theguardian.com/voluntary-sector-network/2017/apr/12/founder-syndrome-personality-crippling-charity
Doing a bit more digging, I came across a few articles referencing a recent NGO study in India, which suggests a heavy over-reliance on founder-CEOs, even 10-20 years or more after the organization was founded. It also indicates weak interest in building leadership capacity among non-CEO staff, both within the organization and among donors.
https://www.livemint.com/Industry/UdIacbXtoqojHsrQq4lcZM/NGOs-lack-leaders-to-succeed-current-management-study.html
“Ingrid Srinath, director, Centre for Social Impact and Philanthropy, Ashoka University, attributes this mindset to Indian CSOs being “personality driven with the CEO/founder as the key element when it comes to raising money and setting agenda. This is a handicap when it comes to building sustainable organizations. In the event of discontinuity of service by the leader, the impact is often severe and it takes years to recoup.” (Bold mine).
https://ssir.org/articles/entry/ngo_leadership_development_in_india_from_pioneer_founders_to_homegrown_lead
“As the trailblazers who built India’s nonprofit sector begin to step aside, a new study shows that NGOs face a significant gap in next-generation leadership. There are barriers to bridging this gap and building blocks to surmount them, but progress depends on founders and funders viewing leadership development as mission critical.” (Bold mine)
Although this study was based in India, these are certainly not region-specific challenges. Thoughts?
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