Navigating Post-Pandemic Leadership Succession in Child and Adolescent Mental and Behavioral Health Nonprofits in the Midwest
Little is known about the impact of the leadership gaps in nonprofit organizations that provide family and children’s services. Using a phenomenological method, this research examines the prevalence and extent of current and future leadership deficits and the factors that contribute to their creation. Additionally, the study explores how the threat of these gaps affects services provided by organizations in this field. Data and personal stories collected from interviews with CEOs, executive directors, and key stakeholders in youth-serving mental and behavioral health nonprofits across Iowa help define the issue and possible solutions moving forward. The results of this study will provide policymakers, funders, and nonprofit leaders with information on the critical need for intentional leadership development and succession planning in uncertain times. The findings may also unlock additional insights into the broader implications of the Great Resignation for the nonprofit sector as a whole and for mental health outcomes among vulnerable youth. Overall, this research contributes to understanding the challenges faced by organizations working with children and families in or near crisis and offers recommendations to support long-term stability and improve the delivery of mental health and other critical services to young people. Keywords: pediatric mental health, succession planning, residential treatment facilities, vicarious trauma, mental health staff retention, leadership desert
leadership desert, mental health, pediatric mental health, staff retention, succession planning, vicarious trauma
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