From the Standford Social Innovation Review
by Mark Albion
This article looks at why leaders have difficulty scaling social enterprises up from founder-led to second generation-led organizations and almost always sell their companies to larger enterprises. Research indicated that to make that transformation from entrepreneurial founder to successful leader depended on leading more like a monk, an architect, and a diplomat.
"In 2005, the leaders of Social Venture Network (SVN), a group of social entrepreneurs, asked me to research why members had difficulty scaling social enterprises up from founder-led to second generation-led organizations. ..."
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