The Effect of Leadership Transition from Founders to Members in a Non-profit Cultural Society

The purpose of this thesis is to explore and explain some of the history and internal dynamics that concern Shabahang, a non-profit Iranian cultural society located in the United States. The organization was started by a group of culturally devoted immigrants who wanted to create an environment to preserve and promote Iranian culture and heritage for those living outside Iran. I examine the reasons and steps followed during the establishment of this society and note significant changes over the seventeen years of its existence. In particular, I describe the causes and effects of the transition of leadership from founders to members. I also compare the organization before and after the transition, and I argue that survival of Shabahang in spite of periodical membership decreases and conflicts over objectives between founders and members shows resiliency among a group of people dedicated to maintaining cultural patterns. I suggest that the continued survival of Shabahang may depend on the degree of assimilation and mode of communication among the first and subsequent generations of members and founders.