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Leadership Succession Challenges and Issues in Social Enterprise

Muklesh Kumar Tiwari (Chandigarh University, India) and Tarun Kumar Sharma (Dalmia Cement Bharat Ltd., New Delhi, India)

EISBN13: 9798369309483|DOI: 10.4018/978-1-6684-8488-3.ch013

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Abstract

Every organisation has leadership succession issues. This is more challenging in social entrepreneurship. This case addresses leadership succession issues in social enterprise. Social entrepreneur Padmshree Phoolbasan Bai Yadav fought poverty and empowered rural women. Her 2 million rurally disadvantaged and uneducated women's network earned 40 crore rupees through social business until 2018. She concentrated on education, health, hygiene, fighting addiction, and independent jobs. She designed a four-layer framework to fulfil these societal tasks. She worried about replacing leaders at each level. As she sought leadership succession, she stressed that a leader should shun politics, work from the heart, not be arrogant or self-driven, and be willing to give her life to society. Her successor and leadership transitions scared her.

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Leadership Succession Challenges and Issues in Social Enterprise

Abstract