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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.
© Emerald Group Publishing Limited
2007
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