Challenges and opportunities in leadership transitions within mid-sized INGOs operating in complex humanitarian emergencies: the case of Yemen

This study examines leadership transitions within two mid-sized humanitarian INGOs (international non-governmental organisations) operating in Yemen, a context marked by persistent security risks. Drawing on semi-structured interviews with national middle managers, it examines their relationships with expatriate leaders and how organisational support, trust, autonomy, crisis-role adaptation and leadership development shape their transition experiences. Findings show that frequent expatriate absences, uneven leadership quality and inadequate emergency preparation has placed significant pressure on national managers, particularly during critical incidents and transitions. The study also identifies organisational differences and gendered constraints affecting women’s leadership development. The article develops a dual-track expatriate–national leadership model as an original contribution.