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Do leaders learn from near death experiences? Ten years after
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Journal Article
Do leaders learn from near death experiences? Ten years after
2007
Overview
Purpose - The aim of this paper is to determine the degree to which a leader of a nonprofit organization changed over time after a near death experience.Design methodology approach - This follow-up case study uses interviews with a leader and other key actors in a nonprofit organization as well as participant and non-participant observation over a ten-year period.Findings - The paper finds that while a leader may change behavior after a near death experience that change is not fully sustained over time.Practical implications - This paper offers leaders who face similar challenges as a result of a near death experience with recommendations for making personal and organizational changes.Originality value - This paper will be of value to leaders who have had near death experiences and return to the workplace.
Publisher
Emerald Group Publishing Limited
Subject
