This study examines the realities and key success factors of leadership succession in nonprofit orga-nizations (NPOs) based on field research conducted with four NPOs operating in Aichi Prefecture. An analysis of qualitative interview data reveals that successful leadership succession requires not only “planning,” such as systematic successor development, but also “flexibility” in responding to sudden environmental changes and unforeseen circumstances. Additionally, the findings suggest that providing ongoing support for successors after the transition is as crucial as their initial develop-ment. Furthermore, active involvement of the board and utilization of external networks were found to reduce the burden on successors and enhance organizational sustainability. This study provides practical guidance for leadership succession in Japanese NPOs and contributes to the development of theoretical frameworks in this field.
